Mitsubishi Logistics
Environmental and Social Report2017Editorial Policy
The Mitsubishi Logistics Group (the “Group”) has issued
this Environmental and Social Report each year since
fiscal 2007 to fulfill its accountability about the effects of
its business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR
management, this Report describes precisely and in aneasy-to-understand manner the promotion of CSR as wellas each of the seven core subjects described in the“Guidance on Social Responsibility” (JIS Z 26000, ISO
26000). This Guidance is a global standard for CSR
established by the Japanese Industrial Standards (JIS) andthe International Organization for Standardization (ISO).
Boundary of the Report and Reporting Period
Boundary of
the Report:

The Report covers Mitsubishi Logistics
Corporation (the “Company”) and Group
companies.

Reporting
Period:This Report covers our business activities for theperiod from April 1, 2016 to March 31, 2017. To
ensure comprehensive disclosure, however,certain relevant information regarding events that
occurred prior to and/or after this period havebeen included.

Publication Date

Reference Guidelines■■

JIS Z 26000: 2012 (Guidance on Social Responsibility) ISO
26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting
Guidelines (Fiscal Year 2012 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines Version 4.0

Contacts for Inquiries Regarding the Environmental and Social Report
CSR · Compliance Team, General Affairs Division,
Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku,
Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Web

Editorial Policy and Contents

1

Top Message
Introduction of Businesses

2
4Promotion of CSR
Manifestation of The Three Principles of Mitsubishi’s Business 6
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee; Emphasis on communication
9
Confirmation of major CSR activities
10

Organizational GovernanceCorporate Governance; Promoting the realization of 12
our corporate philosophy and strategies
Review of goals, standards, etc.; Entrenchment of the compliance of 13
standards, etc.; Confirmation of the implementation of action plans

Respect for Human Rights
Improvement of awareness of human rights;
Respecting human rights through business activities 14

Appropriate Working Environment
Respect for labor-management relations; Employment and the importance 15of the employment relationship; Rewarding and friendly working conditions
Ensuring the security of workers
18
Human resources development and training
19

Environmental Conservation(Previous publication date: February 2017)
February 2018
(Next planned publication date: February 2019)■

Contents

Reduction of CO2 emissions as a measure for
reducing climate change
Use of renewable resources; Contribution to therecovery of the eco-system

22
25

Fulfillment of Sincere and Fair Business Activities
Prohibition of unfair advantage in competition andpromotion of fair and open competition

26

Provision of Safe, High-Quality and Useful Services
Provision of socially and environmentally beneficial high-quality services 27
Promotion of disaster measures to maintain service functions 29

Coordination with Local Communities and International Society
Contribution to cultural activities; Contribution
through donations, etc.

31

Statement Supporting the UN Global Compact
Practice of the UN Global Compact’s 10 principles

34
35

Company Profile

You may view some of the relevant data and the reference table for Global Reporting Initiative (GRI):
Sustainability Reporting Guidelines Version 4.0 on Mitsubishi Logistics’ Web site.
“Extended version.”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended version“GRI Guidelines reference table”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/griguideline.pdf
HOME>CITIZENSHIP>Environmental and Social Report>GRI Guidelines reference table

Mitsubishi Logistics

Environmental and Social Report 20171

Top Message

Mitsubishi Logistics Group focuses
friendly activities and engages
business activities, contributing toaffluent and sustainable society.
Introduction

Akio Matsui
President

Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure appropriate profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realizationof an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation tocarry out our logistics business both in Japan andaround the world, organically and comprehensively
managing each business area through our information
network, starting with our core warehousing business,and including overland transportation, port and harbor
operations, and international transportation. Our realestate business focuses on leased buildings
constructed on company-owned property. Of especial
note, the involvement of our logistics operations inevery industry countrywide provides a key function in
the economic foundation as a highly public social
infrastructure not only in peacetime but also in case ofnatural disasters or other emergencies. We continue
to make the utmost effort to support the daily lives ofpeople everywhere and the business activities of ourcustomers at every level of product procurement,
production and sales.

Second Year of the Management Plan (2016–2018)
The current fiscal year is the second year of theManagement Plan (2016-2018), which started in April
2016. Overseas, the U.S. economy continued tosteadily recover and a moderate recovery was seenin Europe. The economy in China also saw a pick-up
trend. The Japanese economy continued to recovergradually as employment conditions improved, andpersonal consumption and investment in plant andequipment showed signs of growth.
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Environmental and Social Report 2017

on global environmentin sincere and fairthe realization of an
In these circumstances, this plan is designed tomove forward with measures already under way,without changing the fundamental concept of
pursuing the growth potential in overseas businesses
while ensuring profitability in the domestic
businesses.
The management plan has defined the ideal
image of the Mitsubishi Logistics Group by the endof said plan that we ought to pursue as follows.

“To be a problem-solving partner ofcustomers backed up by trust andbrand power.”

Initiatives for CSR management
With the establishment of our Code of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations, disclosing
appropriate corporate information, addressing andresolving global environmental issues, and providing
safe, high-quality and socially useful services. In
addition, the Company approved and declared in May
2014 its support for the UN Global Compact, which isa set of universally accepted CSR-related principles.
The Company considers complying withinternationally accepted norms in the areas of humanrights, labor, the environment and anti-corruption as
fulfilling its social responsibility inits business activities and leading
to an affluent and sustainable
society. To firmly instill this stancethroughout the entire Group, we
have clarified that we promote
CSR activities as a specificstrategy in the management plan, and haveincorporated such initiatives in specific measures.
Our logistics and real estate business activities are
deeply connected to society. To earn recognition for
the value of our existence as a member of society
and continue to grow in the future, the Group needs
to steadily implement the goals set forth in the plan. In
particular, taking into account the increased demand
for reducing natural disaster risk stemming from theglobal increase in natural disasters, we are promoting
the construction of Disaster-Resistant and EcoFriendly Warehouses equipped with reinforced
disaster-prevention functions and enhanced global
environmental measures, as well as Disaster-Resistantand Eco-Friendly Office Buildings that have similarfunctions. As part of this initiative, in September 2014,
the Nihonbashi Dia Building (of which the lower floors
are used as the Company’s Head Office and trunk
rooms) was completed. We also intend to continue
initiatives for global environmental measures from theperspective of biodiversity.

Conclusion
The Company celebrated its 130th anniversary on
April 15, 2017. In these long, turbulent 130 years
since the Meiji period, we were able to continue ourbusiness thanks to the hard work of ourpredecessors, who responded to the trust of ourcustomers and diligently contributed to society
through business activities. We are proud to haveinherited their spirit.
As the Mitsubishi Logistics Group continues, now
and in the future, to place top priority on sincerity andfairness, supporting customers’ value creation basedon principles that give weight to the global
environment while fulfilling our responsibilities tosociety with stable growth, we ask for your continued
understanding and support.
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Environmental and Social Report 20173

Introduction of Businesses
Residences
Residences
Office buildings
Office buildings

The Mitsubishi Logistics Group provides high-quality services tosupport people’s affluent lives and corporate activities through the
Logistics segment businesses centering on the warehousing anddistribution business and the Real Estate segment businesses
centering on the leasing of buildings.

Air transportation
Air transportation

Retail facilities
Retail facilities

RealReal
estateestatedevelopment
development
and andleasingleasing
Warehouses
Warehouses
and and
distribution
distribution
centers
centers

Domestic

Domestic

HarborHarbortransportationtransportation

Ocean
Ocean
transportationtransportation
TrunkTrunkroomroom
serviceservice
OverlandOverlandtransportationtransportation
Trucking
Trucking
andandrailway railway
transportationtransportation
Logistics
Logistics
information
information
system system

Logistics
Logistics
services
services
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs throughthe full integration of warehouses and distribution centers, which arelocated at major ports and key inland transportation areas nationwide; ourtransportation and delivery networks; and the logistics information
systems that organically link them. In this business, fixed temperaturestorage and refrigerated warehouses for pharmaceuticals and fresh andprocessed foods are sufficiently offered in addition to ordinary warehouses
for room temperature storage to ensure the provision of safe and efficientstorage/distribution processing/delivery services using our original
information technology and the latest
facilities. Meanwhile, we strive to reduce theenvironmental impact by promoting green
management. Furthermore, we are active inthe construction of advanced facilities that
aim to coordinate with local communities
under the concept of Disaster-Resistantand Eco-Friendly Warehouse equipped witha solar power generation system andemergency power generators. One suchmodel warehouse is Misato Warehouse No.
2, which was completed in March 2013.

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Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for each customer
through a tactical combination of our national, trunk-line transit network, which is
supported by Ryoso Transportation within the Group and excellent local counterparts,
and independent collection and delivery services linking local areas. We have
expanded our transportation service for small-quantity, joint delivery needs especiallyfor foods and pharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight container transportation forimport and export cargo and the transportation of heavy goods such as plant facilities.
Moreover, we endeavor to realize eco-friendly, safe and secure transportation services
by drawing on our information technology and promoting green management.
Furthermore, with the start of the “DP-Cool” Service, a high-quality pharmaceuticals
delivery service with temperature control provided by Dia Pharmaceutical Network Co.,
Ltd., our subsidiary that specializes in the delivery of pharmaceuticals, we strive torealize the further sophistication of transportation quality.

Real Estate BusinessWe are involved in the real estate business in all six major cities of Japan—Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Fukuoka. In addition to activities such as
the redevelopment of properties based on the optimum application of each
property’s features and the leasing of approximately 50 real estate facilities (offices,
retail facilities and residences), totaling almost 900,000 m2 of total floor space, we
are involved in the sales of condominiums. We are also active in developing
Disaster-Resistant and Eco-Friendly Office Buildings, which will help our customers
enhance their business continuity and reduce their environmental burden.

Air transportation
Air transportation
Import/Export
Import/Export

Customs
Customs
clearance
clearance

Ocean
Ocean
transportationtransportation

HarborHarbortransportationtransportation

Shipping-related
Shipping-related
operations
operations

Overseas

Overseas

Shipping
Shipping
AgentAgentand andOverlandOverlandtransportationtransportation
Trucking
Trucking
andandrailway railway
transportationtransportation

Harbor Transportation Business

International Transportation BusinessWe provide secure high-quality logistics services including
container terminal operations for integrated containerizedshipments at all major Japanese ports, namely Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Hakata, to meet every
kind of customer need. We also offer a wide range of othermarine shipping related services such as importing/exportingof vessels, ship registration, and agency operations for
special ships such as oil-drilling rigs.

In response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-todoor worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks. Meanwhile,
our overseas operating bases provide comprehensive logistics
services such as cargo transportation, customs clearance andstorage of goods, as well as logistics related support services
such as consulting on legal
systems and procedures in
the respective areas forcustomers who plan tolaunch into foreign markets.
Furthermore, we intend tonot be limited to transport
operations but to further
promote worldwide ourlogistics know-how, which
the Company has
accumulated over its historyof more than 130 years.

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Environmental and Social Report 20175

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on social responsibility,” complies
with the “seven principles of social responsibility”* in the practice of its social responsibility
and strengthens various activities categorized under the seven core subjects of social
responsibility. Each core subject is of equal priority, and is equally important.
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components
such as philosophy, principles, policies, systems, dialogue and confirmation) to ensure thata socially responsible corporate culture exists within the Group and is conducted throughthe practice of CSR-based activities, aiming to increase its corporate value.
* See the chart on the right.

Manifestation of The Three Principles of Mitsubishi’s Business Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization, Koyata
Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of an internally andexternally open group being shared by the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Strive to enrich society, bothmaterially and spiritually,
while contributing toward
the preservation of the
global environment.

Maintain principles oftransparency andopenness, conducting
business with integrity andfairness.

Expand business, based on
an all-encompassing global
perspective.

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Code of Conduct
We have established the following Code of Conduct to realize our corporate philosophy (see page 2: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure appropriate profits and promote steady growth,
appropriately compensating our employees and stockholders while contributing to therealization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without
deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order andsafety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental
preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution
projects as a “good corporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

6

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Environmental and Social Report 2017

Seven Principles of Social Responsibility
An organization
should respect humanrights and recognize
both their importanceand their universality.
An organization
should respect
international normsof behavior, while
adhering to theprinciple of respect
for the rule of law.

Seven Core Subjects of Social Responsibility and
Their Expressions in the GroupAn organization should betransparent in its decisions

Coordination with
Local Communities andInternational Society

Respect forTransparency and activities that have
impact on society and thehuman rights
environment.

Accountability

Respect for An organization
should beinternational
accountable for its
norms of impacts
on society
behavior
and theEthicalbehavior

An organization
should behave
ethically at all
times.

Observance of
these principles

Provision of Safe,
High-Quality and
Useful Services

ConsumerIssuesenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Holistic
approachCommunity
Involvement
Human
and
RightsDevelopment
Organizational
GovernanceFulfillment of Sincere andFair Business Activities

Organization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

Fair Operating
The
Practices
Environment
Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our “Code of Conduct.”

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment andpositively commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues
is indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our businessactivities, implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the
reduction of waste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly. (Established on December 29, 2006)

Environmental Voluntary Plan
We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as “concrete
guidelines” regarding the Environmental Policy to review and implement specific measures in view of “measures tocope with future tightening of regulations” and “maintaining and ensuring the competitive edge of our businesses.”
The specific measures of the guidelines include efforts related to facilities and equipment such as implementationof solar and wind power generators and greening of rooftops and walls, and efforts related to handling equipment
and vehicle including enforcement of idling-stop practice and eco-driving, as well as selection of environmentconscious suppliers. Based on these measures, the Group promotes Group-wide environmental measures including
appropriate responses to laws and regulations.
Our Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows by gaining the trust of
stakeholders including customers in accordance with the “Code of Conduct.”

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide quality services thatwill win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing improvement efforts
daily in the areas of safety and quality, our Group-wide quest is to achieve constant quality improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the Company can(Established on September 1, 2008)
be motivated by sincerity and pride to strive for quality improvement.

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Environmental and Social Report 20177

Promotion of CSR

Management plan (2016–2018) (Basic Policy)
The current fiscal year is the second year of the three-year Management Plan. Mitsubishi Logistics Group has
formulated the following four items of Basic Policy to reinforce foundations for its growth potential and profitability. The
Group intends to increase its corporate value and achieve future growth by executing each of these diverse measuresin accordance with the Basic Policy.

Basic Policy
1. Improve and expand our logistics business to adapt to the change of the global supply
chains of customers in Japan and around the globe
2. Reinforce and expand the revenue framework of the real estate business
3. Enhance the service quality of Group services and the promotion of CSR
4. Select and concenter of management resources
The outline of the management plan is as follows:
1. Ideal image
The management plan has defined the ideal image of the Group to be pursued as a corporate group incompliance with the four-item Basic Policy. (see page 3: Top Message).
2. Plan period
Consolidated operating revenue
Consolidated operating income
FY2016–FY2018 (covering three years)(Unit: ¥billion)(Unit: ¥billion)
20.0
300
3. Performance targets
17.5
240.0
Figures of consolidated business results
15.5
250(Unit: ¥billion)

Operating Operating
revenueincomeActual resultsfor FY2016
Targets for
FY2018

208.7
240.0

208.7

Ordinary
incomeNet
income*

200

16.0

10.6

100

12.7
15.5

17.5

11.6

15.0
12.5

150

12.7

10.0
7.5
5.0

50
0

2.5
FY20160

FY2018FY2016FY2018*Referring to “Profit attributable to owners of parent”

4. Investment plan
During the plan period, the Group plans to make investments totaling ¥60.0 billion (¥30.0 billion in logistics
and ¥30.0 billion in real estate).

In-house Decision Making

Responses to Stakeholders’ Expectations

Corporate governance system

Stakeholders recognized by the Mitsubishi Logistics Group(Chart of corporate governance system)

General Shareholders Meeting
Board ofDirectors

Corporate Board of Corporate
Auditors
Auditors

Independent
AuditorCorporate Auditors’
Chamber
Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting8

Mitsubishi Logistics

Chairman of the Board
President
Managing Directors
Respective Divisions, andChambers of the Head OfficeInternal Control
Committee

6 branches

CSR and Compliance
Committee

Internal Audit
Department

57 subsidiaries (including
20 overseas subsidiaries)
15 affiliates

Environmental and Social Report 2017

Risk Management
Committee(Chart of stakeholders)
Enhance our commitment
to customer satisfaction,
earning our customers’
trust through high-quality
logistics and real estate Customers
services.
Aim to manage internal
information strictly anddisclose information at
the appropriate timeand in the appropriatemanner, in accordancewith the law.

Employees

Provide ideal working
environments while
ensuring the safety andprofessional growth ofthe employee.
Perform fair

Shareholders& investors

Develop common
interests with local
communities as a good
corporate citizen.

Mitsubishi Public business activities
by complying with
Logistics administration laws, rules andsocial norms.
Group

Local
communities

Suppliers

Sincere and fair businessactivities based on
mutual trust.

Web

Promotion of CSR for every employee
CSR & Compliance Handbook
The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each employee on CSR
and compliance. The handbook was
distributed to all executives andemployees within the Group in
January 2012 for their daily reference.
We position the handbook as astarting point to help them address
small questions and significant issues
in their routine business operations.
CSR & ComplianceHandbook

CSR and Compliance Awareness Survey
The Company and domestic Group companies provide
Web-based surveys on awareness based on the
Mitsubishi Logistics Group CSR & ComplianceHandbook and the Environmental and Social Report todisseminate the understanding of CSR and compliance.
The surveys aim to increase employees’ awareness byproviding occasions in which every employee thinks offamiliar issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the“Code of Conduct” and any issues noted in the internal audit
results, we endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy andthe “Code of Conduct” and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of
Subcontract Proceeds, etc. to Subcontractors with an emphasison training and confirmation regarding the methods for
managing and handling relevant documents, and the obligations
and prohibitions of the main subcontracting enterprise.
Web

Actual performance data on the CSR and compliance awarenesssurvey and the training on CSR and compliance can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

You may view the news releases on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Information disclosure
Our IR information site is open on the Company’s Web
site. We strive to transmit information by providing“Management planning and policy,” “Stockinformation,” “IR calendar,” “financial data” and “IRinformation” (Flash report, Annual report and Results
briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available todisclose significant information thereto.

Dialogue between shareholders/investors,
analysts and top management
Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive toprovide easy-to-understand information for theconvenience of attending shareholders by using video
business reports with narration.
Results briefing
Company holds results
briefings twice a year (Mayand November) for investors
and analysts. In addition to
the explanation of the settled
accounting results, the top
Results briefing for analysts
management of the Company
explains management policies and the progress ofmanagement plans, conducts Q&A and transmits a variety
of management information. We are active in encouraging
dialogue with market players not only throughtransmission of the information desired by investors andanalysts but also by integrating the feedback of usefulviews therefrom in our actual business judgment.
Web

You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions that are
in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR·Compliance Team, General Affairs Division) as an internal
whistleblowing and consultation mechanism to reinforce
compliance management.
To raise the degree of recognition and encourage use of
the system, at the time of the “Check of the Compliance of theCode of Conduct” in December 2016 we checked whether all
executives and regular employees of the Group were familiar
with our internal reporting system and whether they intended
to use the system. Consequently, it was confirmed that almost
all the respondents expressed an affirmative opinion,suggesting widespread recognition of the system.
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Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as a voluntary corporate culture.
Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
Governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement of the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality andcompetence, undertake necessary security procedures,and support the coexistence of employees’ working lifeand home life

Ensuring the security of workers

Ensure the security of workers

Human resources development and training

Develop competent human resources who meet therequirements of global human resources and who canmanage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Global environmental measures from biodiversity
perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

Contribution to the community’s cultural activities

Contribute to cultures in local communities

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
High-Quality and
Useful Services

Coordination with
Local Communities
and International
Society

10

Tasks

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Environmental and Social Report 2017

We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmationof “Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects inaccordance with the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Disseminate the corporate philosophy and the management plan.
Deliberate how to promote CSR at the CSR and Compliance Committee.
Strive to improve the understanding of the “Code of Conduct” and theawareness of compliance.
Strive to disseminate the awareness of respect for human rights among all
employees by establishing a dedicated promotion system.
Conduct education on human rights.
Streamline the personnel system in the pursuit of creating worksites where
employees can demonstrate their personality and competence.
Execute industrial safety and health-related measures to maintain andenhance employees’ health.
Promote a work-life balance to support the sound development of the nextgeneration children.
Work on industrial safety and health-related activities among operating basesin an aim to prevent industrial accidents.
Promote the prevention of industrial accidents and conduct periodic disasterprevention drills and meetings in the Port and Harbor Operations Business.
Endeavor to develop human resources that can contribute not only tocorporate growth but also to social development.
Promote the construction of Disaster-Resistant and Eco-Friendly Warehouses andDisaster-Resistant and Eco-Friendly Office Buildings, which focus on ensuring business
continuity in case of a disaster and considerations for the global environment.
Enhance the shift of existing lighting devices to LED lighting by utilizing
governmental subsidy funds.
We promote the implementation of large-scale solar power generation
facilities in existing facilities in line with the government’s policy of enhancing
the use of renewable energy.
Expand the use of environmental-friendly vehicles, such as “i-MiEV,”
Mitsubishi Motors’ electric vehicles.
Promote the reduction of waste.

Achievements/Results

Division/Chamber/
Branch and/or Group
companies in charge

Briefing meetings on our Management Plan held at each branch by Managing
Director in charge of personnel and planning.
Worksite meeting held every month (dissemination of our corporate philosophy
and our Management Plan).
Mar. 2017: Held the CSR and Compliance Committee meeting (for CSR promotion).
FY2016: Check for compliance with the “Code of Conduct;” Number of participants: 4,247.
FY2016: Compliance Awareness Survey; Number of participants: 3,265 (Web-based check).

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches

FY2016 Human Rights Enlightenment Training held with 49 participants.

Personnel Division

Self-declaration once a year and interviews for appraisal conducted three times ayear.
Conducted “Health Promotion” seminars and annual health checkups.
Beneficiaries of the child-care leave system: 8; beneficiaries of the care leavesystem: 29.

Personnel Division

Monthly convening of Industrial Safety and Health Committee.
Number of serious industrial accidents in the Port and Harbor Operation Business:zero.

Personnel Division
Harbor Transportation
Business Division
Branches

FY2016 logistic training with 263 participants.
Problem-solving practical training with 14 participants
Regional supervisor training with 19 participants

Personnel Division

FY2016: The existing lighting devices (around 660 units in total) at our warehouses
were changed to LED lighting.

Technical Division
Branches

Feb. 2017: The Nihonbashi Dia Building received the “26th BELCA Award”
presented by the Building and Equipment Long-life Cycle Association
Since Mar. 2016: The Eitai Dia Building has been certified as a “Near-Top-Level
Facility” under the Tokyo Metropolitan Environmental Security Ordinance.
Since Dec. 2013: The Nagoya Dia Building has been certified as an “Eco-friendly
Workplace” by Nagoya City.

Technical Division
Real Estate
Division
Branches

Conduct reforestation through volunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture.

Oct. 2016: Reforestation activities held with 27 participants

Hold training sessions for the compliance of the Act against Delay in Payment
of Subcontract Proceeds, etc., and the prevention of insider trading.
Distribute information security questionnaires to disseminate the awarenessof security.

FY2016: Compliance with the Act against Delay in Payment of Subcontract
Proceeds, etc.; Number of participants: 1,804 (Web-based check).
FY2016: Newcomers’ training on Prevention of Insider Trading; Number of participants: 49.
Number of respondents to the FY2016 Information Securities Questionnaire: 2,887.

General Affairs DivisionTokyo Branch
Yokohama Branch
General Affairs
Division
Information
Systems Division

Take specific initiatives for quality improvement at each of the operating sites,
subsidiaries and affiliates.
Reestablish our information systems for warehousing and distribution center
operations to improve the quality of logistics.

Regular quality improvement conference held.
Quality education at monthly safety conferences and information exchanges atregular conferences with customers conducted.
Commendation system for improvement activities implemented.
Since Mar. 2014, a new warehousing and distribution center operations system(G-MIWS) has been implemented on Branches, and the implementations arescheduled to be complete during the first half of FY2017.

Planning & Business
Coordination Division
Personnel Division
Warehousing and Distribution
Business Division
Information Systems Division

Deepen people’s understanding of the logistics of relief supplies in case oflarge-scale disasters.
Pursue additional designations of our facilities as support/relief goods logistics
base facilities, which is a concept primarily advocated by the Ministry of Land,
Infrastructure, Transport and Tourism.
Thoroughly implement disaster prevention measures at facilities.

Total number of support/relief goods logistics base facilities: 11.
Fire prevention patrols in facilities of the Company and the Group conducted(annually).

General Affairs Division
Warehousing andDistribution Business
Division
Technical Division
Branches

Hold supporting events for reconstruction from the Great East Japan
Earthquake.
Hold activities that aim to coordinate with local communities and internationalsociety.

[Yokohama Bay Quarter]
Aug. 2016: Held the “Charity Ennichi (Street Fair).”
Aug. 2016: Held the “Radio Exercise.”
Held running club events (monthly)[Nagoya City]
Installed flower beds in the greenbelt near Nagoya Station.
[Kobe Harborland umie]
Apr. 2016: Provided the venue for the “Spring Traffic Safety Fair 2016”[Harborland Dia Nissei Building]Nov. 2016: Conducted evacuation drills in preparation for tsunamis potentiallycaused by Nankai Trough earthquakes

Real Estate Division
Yokohama Dia
Building
Management
Corporation
Nagoya Branch
Kobe Branch

Apr. 2016: Provided relief funds for local disaster victims of the Kumamoto
earthquakes

General Affairs Division
Other Divisions, Chambers
and Branches
Group companies

Raise and provide relief funds for disasters that happen in Japan andoverseas.

Mitsubishi Logistics

Environmental and Social Report 201711

Organizational GovernanceTo ensure socially responsible positive decision making, it is necessary toestablish organizational processes to optimally utilize the Group’s
philosophy, strategies and standards.
As for organizational governance, the Group recognizes and strengthenssuch issues as “Promoting the realization of our corporate philosophy andstrategies,” “Entrenchment of the compliance of standards, etc.,”“Confirmation of the processes of implementation for action plans” and“Review of goals and standards, etc.”

Corporate Governance
Basic stance
Mitsubishi Logistics Corporation recognizes theenhancement of corporate governance as a significant
business issue that will enable us to carry out our social
mission and responsibilities as a publicly listedcompany and to aim for sustainable growth anddevelopment. Accordingly, we are endeavoring toboost corporate governance through multiple initiatives,
such as: enhancing the function of the board of
directors and board of auditors by appointing outside
directors and auditors; establishing an internal control
system through drafting the rules of conduct for our
executives and employees, setting up the Internal
Control Committee, the CSR and Compliance
Committee, and enhancing an internal audit system;
instituting a risk management system via the Risk
Management Committee; and, finally, by reinforcing
disclosure through the early publication of financial
statements. (See page 8: the chart of corporate
governance system)

Promoting the realization of ourcorporate philosophy and strategies

Basic Strategy and Detailed Strategy (Excerpt)
1. Foster a corporate culture that supports newchallenges.
2. Promote service quality improvement activities.
3. Reinforce risk management including natural
disaster countermeasures and security
measures.
4. Pursuit of thorough compliance by reinforcing thein-house check system.
5. Implement CSR activities based on the UN
Global Compact’s 10 principles.
6. Continue to implement global environmentfriendly business activities.
7. Continue to develop technologies and facilities
based on the concept of “Disaster-Resistant and
Eco-Friendly Warehouses” and “DisasterResistant and Eco-Friendly Office Buildings.”

In executing the Basic Strategy and the Detailed
Strategy above, the Group complies with the sevenprinciples of social responsibility under the Guidanceon Social Responsibility. The Group companies havestipulated the “Code of Conduct” in line with the sevenprinciples, and their employees strive to self-check andconfirm their behavior by using the CSR & ComplianceHandbook.

Disseminating the corporate philosophy
and the management plan (Basic Strategy)
The Group has expressed the goal of “contributing to
the realization of an affluent and sustainable society” in
its corporate philosophy (see page 2: Top Message) tomake its intent of strengthening social responsibility
known to every party concerned within the Group.
To facilitate this goal, the Company formulated in its
management plan the following Basic Strategy andDetailed Strategy (excerpt) and endeavors todisseminate it at worksite meetings and otheroccasions.

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Worksite meeting (Tokyo Branch)Worksite meeting (Osaka Branch)Worksite meeting (Kobe Branch)Worksite meeting (Fukuoka Branch)

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in March)
To promote CSR activities in the Group, the CSR andCompliance Committee was established in September 2006.
In fiscal 2016, the committee met in March anddeliberated on the reports and revisions regarding CSR
activities in accordance with the Guidance on Social
Responsibility, which is used as the basis for theEnvironmental and Social Report, as well as on the
improvement ofcompliance basedon the self-checkof the status ofcomplying withthe “Code of
Conduct.”
CSR and Compliance Committee

Entrenchment of thecompliance of standards, etc.
Disseminating the awareness ofcompliance
The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status of complying
with the “Code of Conduct,” which was formulated as thesocial norms for employees in executing their duties, as well
as by thoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies.
Effective from fiscal 2013, the scope of the self-check has
been extended to cover overseas Group companies using
English texts.
Web

Actual performance data on the compliance situation of
the “Code of Conduct” may be viewed on Mitsubishi
Logistics’ Web site in “Extended version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended version

Business processes are confirmed via
internal audit
The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported
by branch auditors and audit assistants positioned at Head
Office and respective branches. The purpose of the internal
audit is to precisely grasp the status of corporate affairs andthe financial position so as to be of help for management’s
prevention of fraud, errors and faults, and rationalization suchas improvement of business operations and raising operating
efficiency. The Audit Division reports the results of audits
regarding the Company and subsidiaries to the management

team. The General Affairs Division supports the follow-up
checks on any issues noted in the audit results, if any, andreports the results to the management team.
The Audit Division keeps close contact with the corporate
auditors and provides them with internal audit information tocooperate with the corporate auditors’ audits.

Confirmation of theimplementation of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate
affairs.
Furthermore, the Company improves the systems
necessary for ensuring the appropriateness of financial
reporting and prepares and submits the Internal Control
Report regarding the evaluation of the effectiveness of internal
control relating to financial reporting in accordance with the
Financial Instruments and Exchange Law.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program
The Authorized Warehouse Operators’ Program, one of the
AEO Systems *1, is a system for certifying managers ofbonded warehouses and bonded factories as authorized
warehouse operators after they meet set conditions
concerning compliance and other regulations. Theseauthorizations ensure preferential treatment such as simplified
procedures and exemptions from permit fees, etc. theCompany received approval as an authorized warehouse
operator and further enhanced compliance activities incustoms-related processes and all other import/export
services. In April 2016, the authorization has been renewed,
and we will continue to strive to provide highly reliable anddependable logistics services for our customers.
Meanwhile, the Company, Group companies Monryo
Transport Corporation, Keihin Naigai Forwarding Co., Ltd.,and Ryoyo Transportation Co., Ltd. acquired certification as
Authorized Customs Brokers as of June 2017, September
2012, June 2014, and April 2017, respectively, under the
AEO System. An authorized customs broker is a customs
clearance operator subject to various preferential privileges,
which is authorized by the customs office to arrange forsecurity management and compliance regarding cargo. The
Company strives to further improve the quality of customer
service going forward.
*1. Systems that provide measures that ease and simplify customs proceduresfor business operators who have constructed cargo security management
frameworks in compliance with laws and regulations, aiming both to secureand smoothen international logistics security, as well as to enhance Japan’sinternational competitiveness.
The policy for implementing and constructing AEO Systems is set within the
SAFE Framework of Standards to Secure and Facilitate Global Trade
adopted by the WCO (World Customs Organization). Japan’s AEO Systems
comply with said policy. (Source: Japan Customs Web site)

Mitsubishi Logistics

Environmental and Social Report 201713

Respect for Human Rights
Respecting human rights is the basis for complying with laws andregulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group recognizes andaddresses such issues as “Improvement of employees’ awareness ofhuman rights.”

Improvement of theawareness of human rights
Striving to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system
The Company is committed to enlightening of human rights
issues among employees with the aim of creating a “positive
worksite atmosphere in which every employee’s human rights
are respected and personal competence and personality canbe fully demonstrated.”Specifically, every year the Company offers a humanrights enlightenment course of 1–2 hours in the stratified
training curriculum under the established human rights
training promotion system.
In fiscal 2016 a total of 49 employees participated in the
training, which targeted new comers.
At the training sessions, participating employees not only
received lectures but also exchanged views on diverse
concrete examples to deepen their understanding.
The Company endeavors to raise the awareness ofhuman rights by inviting slogans on human rights
enlightenment even to loaned or dispatched staff members. In
parallel with this approach, we have established aharassment-dedicated counseling contact that takes initiatives
to prevent or resolve various worksite harassment cases.
Web

Actual performance data on human rights training canbe viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Respecting human rights
through business activities
Outsourcing works to a provider of continuous
employment support service, where physicallychallenged people are working
The Company outsources digitizing works of in-house
documents and data to Japan Church World Service,
Inc., Tokyo Itabashi Welfare Factory where continuous
employment support service is provided to physicallychallenged people, who may have difficulties inconventional work settings.

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Environmental and Social Report 2017

The Company considers that this outsourcing canhelp more physically challenged people to work on acontinuous basis and play active roles in society while
having independent lives.
Slogan on human rights (some of slogans Submitted to the Company)

Slogan on human rights (Employees’ section)

Making others’ business your business one attitude to change the world

Reflection on the
Human Rights Training
Airi Nakamura
Rokko Cold Storage Office, Kobe Branchn the training, of which thetheme was “Corporate
and Human Rights,” we learned about
issues such as “gender problems,” “power
harassment,” and “racism and ableism.” Moreover,participants exchanged opinions using examples of
how discrimination can happen in everyday life,
which led us to think of creating a more positive
workplace.
Through the training, we were made aware of
the fact that every day, we make judgments basedon subconscious prejudice and assumptions. It
may be impossible to fully “erase” these ingrained
stereotypes within us, but it is not difficult to “beaware” of them. It made me think that being aware
makes a big difference in the way one looks at theworld.
Furthermore, I felt that the connection between
people is most important for building a friendly
working environment. Relationships based on
mutual respect can be built if every single person
learns how to step into others’ shoes. Spreading
harmony among people is how we build a friendly
working environment, as well as a better society.

IAppropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is
indispensable for safety and health, productivity growth, human resource
development and so forth.
Regarding the appropriate working environment, the Group recognizes andaddresses such issues as “Respect of labor-management relations,”“Employment and the importance of the employment relationship,”“Rewarding and friendly working conditions,” “Ensuring the security ofworkers” and “Human resource development and training.”

Respect for labor-management relations
Having close communications with thelabor union
The collective labor agreement entered into between the
Company and the Mitsubishi Logistics Union stipulates the
responsibility of the Company and that of the union as follows
on the stance of labor-management cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintainand improve the working conditions and promote
the welfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public orderat the worksite and promote the working capabilities
of its affiliated employees, as well as fully cooperatewith the Company for the growth of the Company’sbusiness based on democratic foundations.

Labor-management consultations and negotiations arehandled at the Management Conference, which is attended
by representatives of both parties.
There are two types of Management Conference: theCentral Management Conference, which is held between Head
Office and the union’s headquarters, and the Operating Site
Management Conference, which is held between each branchand each lodge. Each conference meets once per month.

Employment and the importanceof the employment relationshipEndeavoring to ensure human resources
systematically and stably while respecting
equal employment opportunities and diversity
In recruiting employees, our basic policy is to respect equal
employment opportunities and diversity.
In our recruiting activity, we have introduced an open
entry system without making any distinction as regards theschool of graduation or faculty that takes into account the fair
employment of applicants from a long-term perspective tosystematically and stably ensure human resources.
We offer a wide range of opportunities to both new andprofessional or experienced applicants by making the mostof the Company’s Web site and various kinds of PR media.
Status of employees
Item

Number of regular employees(consolidated)
Number of temporary employees(consolidated)(as of the end of March 2017)

In fiscal 2016

4,419
2,476

*Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees
863 (555 men and 308 women)(non-consolidated)
Average age
39.8 years(non-consolidated)
Average years of service
16.7 years(non-consolidated)
Number of temporary employees
679(non-consolidated)

Rewarding and friendly working conditions
Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel policy is toassist its employees to grow and improve their work-lifebalance and to assert that both employees and the Company
can raise mutual values through the sustainable growth of theCompany.
To realize this philosophy, the Company endeavors to
improve worksite environments so that employees candemonstrate their individuality and competence to the utmost
with improved motivation and better workplace environments,
through a variety of personnel and educational systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments
in which every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, the Company’s
employees declare their satisfaction rating with theircurrent duties and career plan among others, once ayear. The declaration includes the desired conditions of
their next workplace, etc., so that the Company may
Mitsubishi Logistics

Environmental and Social Report 201715

Appropriate Working Environment

pay attention not only to employees’ business duties but
also to every employee’s life plan. The content of thedeclaration is actually used for personnel transfers andthe career development program.
Evaluation and treatment of employees
The Company treats employees in accordance with fair,transparent and well-received appraisal systems. Directinterviews between managers and subordinates, which
are held three times a year (at the time of target setting,midyear retrospection and year-end retrospection) areespecially emphasized. The evaluation results are used
for an appropriate division of labor within the business
unit and advice on career planning.

Execute industrial safety and health-related
measures to enhance employees’ good healthTo effectively fulfill its obligation of safety, which is requiredof every corporation, the Company proactively takes
initiatives to maintain and promote employees’ health.
Regular medical checkup
A medical checkup is conducted once a year that focuseson tests for lifestyle-related diseases. Although long
working hours have become a social problem in recent
years, the Company has implemented a framework tominimize the health risks of employees due to a heavy
workload through enhanced interview guidance fromindustrial physicians to those with long working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures (onmental health and eating habit guidance) given by experts,
simple aerobics dance programs are offered to encourage
employees to engage in light physical exercise.

Involvement in mental health activities focusing
on “prevention and recurrence prevention”
The Company considers it important to support every
employee in having a purposeful life by ensuringsystematic and constant care for his/her mental health.
To promote mental health care in accordance with the“Guidelines for maintenance and promotion of mental
health for workers” of the Ministry of Health, Labour andWelfare, the Company has taken a variety of initiatives
such as reinforcement of in-house education and training,
cultivation of dedicated staff in charge at operating sites,
implementation of the stress check system following thePartial Revision of the Industrial Safety and Health Act andimprovement of networks via collaborations with external
professional organizations.

Promoting the work-life balance to support thesound development of the next-generation children
Pursuant to the implementation of the Act on Advancementof Measures to Support Raising Next-Generation Children,
the Company formulated the “Ordinary Business Owner
Action Plan” and implemented the “Child-care leave system,”

16

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Environmental and Social Report 2017

the “Shorttime regular employee system,” the “Nursing careleave system,” the “Care leave system” and the “Family careleave system” to assist with the coexistence of employees’
working life and home life. Furthermore, the Company
encourages the enhanced use of annual paid vacations to
reduce working hours in a year and has introduced asystematic granting system (six days per year) of annual paidvacations under labor-management collaboration.

Having Taken Child-care Leave
Yuki Saiki
Ohi Office, Tokyo Branchhave taken child-careleave twice. The first timewith my eldest daughter
went quickly because everything about child-caring
was new for me, but I was more at home whencaring for my eldest son, and it was nice to be able
to enjoy the precious yet fleeting time of his
babyhood. I was also able to lessen the stress mydaughter must have felt with all the changes fromhaving a new brother around. I felt that the childcare leave system has helped me in a lot of ways.
After returning to work, my daily life still revolves
around my children. However, with the enormous
support of my family and every team member of myworkplace, I was somehow able to balance workand child-caring. I am truly grateful to mycolleagues for this.

I

Having Taken Care Leave
Wataru Kurihara
Office Building Team, Real Estate Division

have a three-year-old
daughter and a threemonth-old son.
My daughter has been going to daycare since
before she was one-year-old, due to my wife and I
both working and the fact that no close relatives
live nearby.
When she first started attending daycare, mydaughter often fell sick and could not attend or had
to leave early due to high fever and other illnesses.
Whenever situations like these occur, either mywife or I had to leave work to tend to our child, but
thanks to the care leave system, a lot of stress has
been taken off my wife.
With the care leave system, follow-up work
such as the taking-over of my job duties and theadjustment of work schedules became necessary,and might be an extra workload for my colleagues,
but they were understanding and supportive.
Taking advantage of this system while working
diligently at the office, I plan to be a father who canexpertly balance both work and family.

IAcquisition results for various systems
SystemDescription

FY2012

Leave of absence is allowed for a desired period until achild becomes 2 years old.
Short-time
Service hours may be reduced by up to 2 hours per day for
regular employee nurturing a child.
Nursing care
Leave of absence is allowed for a desired period within one
leave
year to take care of a family member in need of nursing care.
Care leave
Paid leave for nursing care of a child (up to 10 days per year)
Paid leave for nursing care of a family member in need of
Family care leavenursing care (up to 10 days per year).

Results (number of beneficiaries)
FY2013 FY2014 FY2015 FY2016

6

7

8

13

8

17

17

18

17

22

1

0

0

0

0

27

31

27

27

29

1

1

0

0

4

Child-care leave* The number of beneficiaries in the child-care leave and nursing care leave are calculated based on the year they started taking their leaves.

Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance withthe three catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family allowance,
housing allowances, condolence money, celebration of a birth,the ESOP (Employee Stock Ownership Plan) association,group insurance, the reserve for pension and asset formation,
multipurpose accommodation loans and the granting ofcompany-owned houses to employees via job transfers
2. Recreation
Recreation facilities, in-house sports events (baseball, tennis
and futsal), the Mitsubishi firms’ martial arts tournament,
refresh leave (long-service and midlevel workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation, in-houseloans and tie-up loans

To ensure employment opportunities for theelderly, motivated retiring employees are provided
with places to demonstrate their competence
In terms of employment opportunities for the elderly, theCompany has strived to guarantee the employment of
employees up to 62 or 63 years old before the establishmentof the related laws through measures such as a job
placement service to help them be reemployed bysubsidiaries or affiliates and the reemployment of those withexpertise in certain business fields.
In response to the establishment of the relevant laws, weestablished our continuing employment system to ensurethat applicants can continue to work up to 65 years oldunder certain criteria, and the system has been applied toaround 90% of those applicable.

Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who work indiverse operations of the Company. However, as of June 1,

Participated in the Mitsubishi
Firms’ Regatta Tournament
Miki Asaka
Minamihonmoku No. 1 Office, Yokohama Branch

itsubishi Firms’ Regatta

M Tournament is an annual

boat race event in which teams of five from each
Mitsubishi Group company compete against each other.
This was the second time I participated, competing in thewomen’s kayak event. Working together with my seniors
and colleagues, we were able to win the event.
Although we progressed through the preliminaries
that day, our four rowers did not work well together at all,resulting in sentiments of regret. However, the kind advice
and words of encouragement from the seniors of theCompany’s boat department rekindled our spirits, andwe faced the finals with the experience from thepreliminaries. We understood the event was not only
about winning or losing; putting having fun and working
as a team first added to the joy of obtaining a goodresult. Of course, winning made me happy, but what also
made me happy was having built relationships with mycolleagues outside work through the event, as well as
being able to communicate with employees from othercompanies.

2016, the Company’s employment rate of said employees
was 1.86%, lower than its legally mandated 2.00%
employment ratio. We will continue to steadily strengthen
improvements of the worksite environment in which physicallychallenged persons can easily demonstrate their capabilities
and competence, aiming to reach our legally mandated
employment ratio as soon as possible.
Employment ratio of physically challenged employees

Number of physicallychallenged employees(actual)Employment ratio (%)

June
2011

June
2012

June
2013

June
2014

June
2015

June
2016

16

18

17

16

16

14

2.06

2.30

2.15

2.05

2.05

1.86

Mitsubishi Logistics

Environmental and Social Report 201717

Appropriate Working Environment

Ensuring the security of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operation-commission and cargo-handlingcompanies to which operation is outsourced with regard to diverse
initiatives related to industrial safety
and health. In addition, we strive toprevent industrial accidents byconducting safety and healtheducation and safety patrols insideand outside the facilities.
Industrial Safety and HealthCommittee (Fukuoka Branch)Overland transportation: Strengthen ensuringsafety with safety measures and the preventionof accidents in the transportation field
Ryoso Transportation Co., Ltd. (an overland transportation-dedicatedcompany in charge of the overland transportation business of theCompany), aims to increase the security of transportation and ensure
safety through concerted efforts with the recognition that ensuring
the security of freight transportation is the pillar of our business
management.
In addition, fully recognizing the public nature and importance ofthe trucking business apart from compliance with relevant laws andregulations such as the Motor Truck Transportation Business Act andthe Road Traffic Act, in Ryoso Transportation, they check operations
at all times from a safety viewpoint. As initiatives for daily accident
preventive activities, they also hold safety conferences conductsafety patrols and head office and all-branches marketing staff
conferences, and conduct thorough checks at all car-allocation
bases using a high-performance alcohol detector unit to check at theroll call whether any crew members have been drinking.
In addition, they implement initiatives for industrial safety andhealth via appropriate instructions and education given to crew
members based on the results of regular medical checkups, to whichtests for lifestyle-related diseases have been added, and regulardiagnosis of the driving competence of the truck crews is conducted.

Harbor transportation: Promote the preventionof industrial accidents and conduct periodic
disaster prevention drills and meetings.
The port and harbor operations inevitably involve a great variety ofcargo handling work in association with various receipts anddeliveries at ports. For smooth and safe cargo handling operations,
we implemented various activities based on the countermeasures
prepared by each operating site. Furthermore, we hold regular
before-work meetings and monthly
safety and health meetings jointly with
relevant suppliers at which we analyze
industrial accidents and cargo
accident cases in order to raiseawareness of safety and health and
Safety and health meetingshare the intent with all workers.
(Rokko C-4 Office, Kobe Branch)

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We are making efforts to improve working environment andgrasp situations by taking measures for the
ever-changing environment, including
reviewing the format of regular security
patrols. In this manner, we will always lookfor new ways to improve safety and health,actively implement ordinary safety
promotion activities and continue daily
enlightenment activities. We believe thatthose efforts will help prevent industrial
accidents and ensure the safety ofworkers.
Safety patrol (Rokko C-4
Specific initiatives executed at the
Office, Kobe Branch)respective ports are summarized in thetable below.
Description of specific initiatives taken at the respective ports and results/achievements

Description
We hold a briefing meeting before the ship operations to confirm thecontent of the intended operation, check the work uniform including thefluorescent vests and call workers’ attention to safety (daily).
A safety and health meeting is held jointly with the relevant suppliers(monthly).
We implemented safety patrols at operating sites jointly with the relevant
suppliers (monthly).
(Quarterly joint patrols are conducted with the participation of superiors.)
We regularly confirm and replenish safety gear (safety belts for high-place
operations, fluorescent safety armbands, emergency stretchers, etc.).
Information such as cases of accidents is shared with other operators
operating at the same harbor terminal at operators’ liaison meetings,
etc., and the content is shared at safety conferences at our worksites
and with suppliers.
We promote the speed limit for dedicated, in-yard trucks, which are
driven within the container yards (via the successive installation ofexcessive speed lamps).
We participate in outside workshops and training sessions (as needed).
Results/Achievements
No serious industrial accidents were reported in fiscal 2016.

Measures to Ensure
Safety and Security
Nobuyasu Tsutsumi
Planning & Business Coordination Division,
Ryoso Transportation Co., Ltd.

e at Ryoso Transportation are committed to ensuring

W and managing safety and security as part of ourimportant social responsibility. As a trucking business
operator certified as an excellent safety (G mark) enterprise, we
strive to comply with laws and regulations for safe and secure
operations. Furthermore, on the environmental front, we obtained
Green Management Certification in 2005 and strive to reduce theenvironmental burden.
While undertaking such initiatives, in response to theincreasing diversification and sophistication of customers’ needs,
we establish a system for sharing and communicating information,safe transportation and improvement in transportation quality byimplementing duty- and position-based education and safety
meetings aimed at raising awareness of employees. (Group
company of Mitsubishi Logistics Corporation)

Training at the 2nd year

Training at the 6th year

Human resources development and training
Endeavor to develop human resources that cancontribute not only to corporate growth but also
to social development
Ideal image of desired human resources
With the “Code of Conduct” in mind, every employee
aims to undertake a role not only in corporate growth
but also in the development of society by conducting
himself/herself in the following manner.

1. Keep faith in others, and conduct yourself withintegrity and a sense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate with yourcolleagues.

Training system
The Company focuses on developing human resources thatcan precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’

Reflection on the Logistics
Training “Outline of Warehouse
Storage Operation”
Mari Sugizaki
Ohi Office, Tokyo Branchy participating in this training, I got myknowledge organized on warehousestorage operation that I had understood only
vaguely in daily duties. Furthermore, I reconfirmed
the points to bear in mind in conducting businessregarding related laws and regulations including the
Act against Delay in Payment of Subcontract
Proceeds, etc., and General Terms and Conditionsof Warehousing.
In conducting daily operations, basic rules tend
to be overlooked. Recognizing that carelessness
could lead to a major problem, I strive to focus on
my daily operations.

B

The Supervisor Grade 2 training

business skills and the organization’s strength throughtraining by service year of employment. At the same time, theCompany offers several training programs to raise employees’
expertise such as management capabilities, readiness for
globalization and operational capability to enable employees
to acquire professional skills in response to the content of
their business duties.

Extending the Content of the Logistics
Training
At the logistics training, the lecturers are dispatched mainly
from among active employees so that employees assigned toposts at logistics sites can improve their necessary expertiseand skills.
In fiscal 2016, lectures regarding related laws, businessactivities and introduction of initiatives undertaken in thewarehousing business, etc. were held with 263 participants
coming from the Company and also subsidiaries andaffiliates.
Furthermore, the lectures were recorded on video todevelop an environment where they can be viewed as ane-learning course in order to secure opportunities to takelectures for employees who are unable to attend the training.

Reflection on the Logistics
Training “Outline of Harbor
Transportation Business”
Hiroyuki Ito
Harbor Transportation Dept., Osaka Branchn the Outline of Harbor Transportation Business, I
acquired a wide range of knowledge regarding various
laws and regulations related to port and harbor
operations, as well as the prior consultation system peculiar to
the Japanese port service industry and the historical transition of
port logistics operations, etc.
In the past, without highly functional cargo handlingequipment, operations fully dependent on manpower weredangerous and inefficient. Nowadays, with gantry cranes andlarge lifts for container ships that have become mainstream, safeand efficient port logistics operations have been achieved.
Through this course, I felt that we are able to conduct daily
operations receiving these benefits. Going forward, I would liketo utilize what I learned in this course at my workplace and strive
to engage in business with a heightened awareness of the laws
and regulations related to my work.

I

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Appropriate Working Environment

Conducting training for young staff members before theiroverseas dispatches (Overseas Operations Training)
Targeting young staff who participate in the young staff
overseas dispatch program, we provided training on
deepening the understanding in the internationaltransportation business. With practical training
contents including the explanation of the Company’s
position and role in the international transportation
business, lecturers in-house and from outside build thetraining program for participants to make a smootherstart for their overseas OJTs. Furthermore, we
proactively invite participants from the Group
companies and affiliates
and utilize this training
program for theinternational transportation
business training in thewhole Mitsubishi Logistics
Group.
Overseas Operations Training

Conducted problem-solving practicaltraining
As a part of human resources development inaccordance with the Management Plan, with an aim tolearn procedures to identify workplace-related issues
and to develop solutions through actual operations, we

held training for the employees in managerial positions
for eight months from June 2016.
In the training, in addition to the four group training
sessions, personal guidance was given whereby
participants consulted the lecturer about their own
issues. At the end of the training, each participant gavea presentation to executives on issues related to one’s
own work and solutions to them.

Conducted training targeting Regional
supervisors
In accordance with the Management Plan, we
conducted training for Regional supervisors at the
Sengokuhara Training Center, on January 26-27, 2017
for the purpose of improving their capabilities andenhancing motivation.
On the day of the training, 19 persons attended
from each branch to reflect on their work to date andgrasp their attitudes to work and thinking habits. They
also reconfirmed their expected roles as Regional
supervisors and learned communication skills forplaying leading and central roles in operation.
These programs helped
participants interact with
employees from otherbranches and divisions andhelped enhance themotivation of eachparticipant.
Regional supervisor training

Reflection on the Problemsolving Practical Training
Kenichi UematsuManager of Warehousing and Distribution
Business Dept. A, Yokohama Branch

he training provided by the lecturer who wasinvolved in developing the “Toyota Kaizen System”
included explanation of the philosophy and effectsof said method, and experiment for improvement at one’s
workplace using a problem-solving technique derived fromthe Toyota Way. Unlike past training which focused on
explaining established concepts, the training focused on
exercises for solving the immediate problems of eachparticipant with a newly learned technique, taking as long as
nine months. In a tense atmosphere from start to finish, I
acquired a practical behavioral habit.
Serving as an office manager at that time, I set“improving storage efficiency” at the warehouse as a theme
for improvement. As I had previously acted based on
intuition backed by my successful experiences, the problemsolving process to identify the root cause by logically asking
myself “why? why?” was a fresh and exciting idea.
Using this method, various new actions were
undertaken. Results were almost in line with hypotheses,
however, in implementing actions, I tended to push
instructions onto my subordinates. Promoting improvement
while sharing the same vision with subordinates is not aneasy task, which will likely become a subsequent topic.

T

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Reflection on theTraining Targeting
Regional Supervisors
Michiko Maeda
Shinko Office, Kobe Brancht the regional supervisor training, we
exchanged opinions in groups and learned
the roles to be fulfilled as regional officers.
With various opinions expressed, I again
realized the importance of close communication in
conducting business, on top of giving instructions
to junior employees or performing a leadership rolefor follow-up overall. I felt that the creation of a work
environment which facilitates open communicationis the key for that.
The lecturer’s humorous talk andcommunication with participants from otherbranches were both inspiring, and we were able toshare the issues we face at each workplace andspend a meaningful time. Going forward, I would
like to devote myself every day to create a better
work environment and improve operations byutilizing what I learned from this training.

AHuman resources (training) systems
General employee development course:
Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
Career
CSR and
Logistics
Human skills development
compliance Management
Management
strategyLife plan
seminar
Problem-solving
practical training
Training for newly appointed managerial staff(Understand management skills, corporate ethics, etc.)

Supervisor Grade 2 training(Improve perspectives via action learning, acquire basic management skills)

Training at the 6th year
(Problem-solving, followership, career design, etc.)Young
employees

Training at the 2nd year
(Logical thinking, global mindset, FKS, safety and health, etc. (take certain lectures in the Logistics training course))

Newcomers’ first-half training / Newcomers’ second-half training(Business manners, basic knowledge on general corporate operations,visits to logistics facilities and real estate of the Company, etc.)

Overseas operations training *2

Midlevel
employees

Management training by theme(Leadership (compulsory), labor management (compulsory), accounting(compulsory), problem resolution, etc. (selective course))

Logistics training *1

Assistantmanager
class

Young
employees
overseas
dispatchprogram English andChineseconversation
courses

Mitsubishi Shichikenkai Workshop

Managerial
staff class

Health Self- Cross-industrial
promotion development exchange

Mitsubishi Marketing Association

GeneralManager class

GlobalCorrespondence education

Problemsolving

Health promotion seminar

CareerstagesRegion-type employee development course:
Basic role: Become familiar with and understand the characteristics or features and local business duties of a certain
region in preparation for the smooth fulfillment of corporate operations.
Logistics

GlobalLife plan seminar
Regional supervisor training(Confirm expected roles, leadership)

Training on regional employees

Midlevel
employees(Discover one’s own strengths and weaknesses, improve communication capabilities)

Young
employees(Problem-solving, career design, etc.)

Training at the 6th year

Training at the 2nd year

Health
Selfpromotion development

Correspondence education

CSR and compliance

Health promotion
seminarLeader classof regional
employees

Career development

Overseas operations training *2

Senior leader
class of regional
employees

Human skills

Logistics training *1

Careerstages(CSR, FKS, safety and health, etc. (take certain lectures in the Logistics training course))

Newcomers’ first-half training / Newcomers’ second-half training(Business manners, basic knowledge on general corporate operations, visits to logistics facilities and real estate of the Company, etc.)*1: Major lectures for the Logistics training
Registered customs specialist qualification course
Warehousing Business Act and contracting practices
Outline of warehouse storage operation
Outline of harbor transportation business
Introduction of actual initiatives, etc.
*2: Major lectures for the Overseas Operations Training
Explanation of B/L and NVO business
Overseas logistics proposals, etc.

FKS (Fuji Logistics Kaizen System)
Safety and health course
Laws and regulations related to trucking business and practices course
Marketing for the service industry
Business activities of warehousing business
Our information system overview and information system trend in the logistic industry
Import shipping agent businessExport shipping agent business

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Environmental and Social Report 201721

Environmental Conservation
Environmental issues are not only local issues of the region where ourbusiness bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of people.
The Mitsubishi Logistics Group strengthens such environmental issues as
the reduction of CO2 emissions as a countermeasure for climate change,
the use of renewable natural resources and contribution to recovery of theeco-system.

Reduction of CO2 emissions as ameasure for reducing climate change(abbreviated as “Eco-Mo Foundation”). Some of our businessbases approaching their 10th year renewal in March 2017
were commended for their many years of certification.

Certified under the Logistics Efficiency
Improvement Act *1, we are integrating logistics
bases and reducing the environmental burden.

1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation Co., Ltd., andKyushu Ryoso Transportation Co., Ltd.) and warehousing business(Chubu Trade Warehousing Co., Ltd., Kusatsu Soko Co., Ltd., and the
Warehousing Business Division of Monryo Transport Corporation)

Obtaining the same certification under the following sevenbusiness plans, we made transportation and distribution
systems more efficient by integrating logistics bases forcustomers who used to employ multiple logistics bases,
thereby reducing the number of delivery trucks. Bycollecting customers’ freight and implementing jointdelivery, we reduce emissions of greenhouse gases (CO2),
contributing to a reduction of the environmental burden.
1. Osaka Branch, Sakurajima Warehouse No. 2, North
Building (Started operation in November 2005)
2. Osaka Branch, Sakurajima Warehouse No. 3(Started operation in April 2008)
3. Nagoya Branch, Tobishima Warehouse (Started
operation in November 2008)
4. Tokyo Branch, Misato Warehouse No. 1 (Started
operation in December 2008)
5. Osaka Branch, Ibaraki Warehouse No. 3 (Started
operation in October 2012)
6. Tokyo Branch, Misato Warehouse No. 2 (Started
operation in March 2013)
7. Nagoya Branch, the extended space of Tobishima
Warehouse (Started operation in September 2015)*1. The Logistics Efficiency Improvement Act (Act on Advancement of Integrationand Streamlining of Distribution Business, implemented on October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics bases
and conducting transportation, distribution, storage and logistics processing
comprehensively. Business plans under this law are approved as acomprehensive efficiency plan and supported by the authority.
In addition, the same law has been amended in May 2016 in view of further
integrating and streamlining the logistics industry with the concern of labor
shortage. Aiming to support measures such as modal shift and cooperative
delivery that are conducted by cooperation of related parties including
logistics companies and shippers, it became effective in October 2016.

Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
The Group obtained the Green Management Certification *2,
which pursues profitability and environmental conservation bypromoting environment-friendly business activities from thecertification registration organization Foundation for
Promoting Personal Mobility and Ecological Transportation

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*2. The Foundation for Promoting Personal
Mobility and Ecological Transportation is a
public utility foundation that has beencertifying and registering business
operators making efforts to reduce theenvironmental burden at a level exceeding
the standards outlined in the GreenManagement Promotion Manual since
October 2003.
Green Management Certification
Commendation for many years of certification

We ensure compliance with the Law
Concerning the Rational Use of Energy, etc.
As a “Designated Business Operator” under the Law
Concerning the Rational Use of Energy, the Company isobliged to reduce per-basic unit energy use more than
1% on an annual average on a medium- to long-termbasis at facilities we own and rent. Moreover, we submit
a regular report on energy saving and a medium- tolong-term energy-saving plan to the Ministry of Economy,
Trade and Industry. The values we reported to the
Ministry in fiscal 2016 (the actual results for fiscal 2015)
show that our energy-saving measures resulted in about
7% reduction of per-basic unit energy use compared withthe base year fiscal 2011. We are also striving to reduce
CO2 emissions at our real estate facilities subject to theTokyo Metropolitan Environmental Security Ordinance.
Web

The actual results of our environmental conservation efforts
and our total CO2 emissions reduction directive under the
Tokyo Metropolitan Environmental Security Ordinance can beviewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Conducting compliance with the Act on Rational
Use and Proper Management of Fluorocarbons
According to the “Act on Rational Use and Proper
Management of Fluorocarbons *3,”it is required of users that
inspection on commercial refrigerators and air conditioners
etc. using fluorocarbons (Class 1 specified products), or
the report of the leakage amount of fluorocarbons from theaforementioned products when it exceeds a specified level.
The Company is appropriately responding to the law by
preparing the systems and operational guidelines related toinspection and leakage control. In addition, in fiscal 2016,
the Company’s calculated leakage amount of fluorocarbons
was 468.6 [t-CO2], which was below the level of 1,000[t-CO2] that is subject to reporting leakage amount to the
Minister of Land, Infrastructure, Transport and Tourism (theminister having jurisdiction over the warehouse industry).
*3. Overview on “Act on Rational Use and Proper Management of Fluorocarbons”(implemented in April 1, 2015)
The Act requires users (owners, in general) of “Class 1 specified products”(commercial air-conditioners, refrigerators and freezers, etc.) to implement“simple inspection of all specified products” and “periodic inspection by aperson with specialized knowledge.” Furthermore, it also requires users toreport the calculated leakage amount of fluorocarbons if the amount exceeds
the specified level of 1,000 [t-CO2] per year.
Web

Actual data of the calculated leakage amount of fluorocarbons may
be viewed on Mitsubishi Logistics’ Web site in “Extended version.”
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Report>Extended version

Implementing eco-friendly loading equipmentin the Harbor Transportation Business Division
In accordance with the Environmental Voluntary Plan, theCompany has preferentially implemented transfer crane,a type of eco-friendly loading equipment, at the Nanko
C-9 terminal in Osaka Branch. We downsized the engines
and power generators, resulting in a 35% decrease inCO2 emission compared to conventional models.

In fiscal 2016, a total of about 660 existing lighting units
were renewed to LED lighting at three facilities (Tokyo
Branch, Aomi Warehouse No. 1; Yokohama Branch, Daikoku
Warehouse B; and Fukuoka Branch, Tachinoura WarehouseA).
A reduction of approximately 990 thousand kWh inelectric energy, which corresponds to approximately 2.0% of
the annual electric energy consumption at the Company’s
warehousing facilities, is expected by renewing the existing
lighting to LED lighting (6,900 units in total).

Changed the signage lighting on the exterior
walls of Yokohama Bay Quarter to LED lighting.
Since its opening in 2006, Yokohama Bay Quarter, aretail facility directly connected to Yokohama station, hasbeen a popular shopping mall where visitors can enjoy
shopping and dining while feeling the ocean breeze. To
reduce its environmental impact, we changed thesignage lighting system on its exterior walls to LED
lighting from neon bulb lighting in fiscal 2016.
By changing the signage lighting on the exterior walls
to LED lighting, we plan to reduce annual electric energy
consumption and CO2 emissions by approximately 70%
compared to neon bulb lighting.

We are promoting solar power
generation.
In line with the governmental policy of enhancing theuse of renewable energy to cope with global warming
and other issues, the Company is promoting the
adoption of large-scale solar power generation facilities
at its existing warehousing facilities using theRenewable Electric Energy Feed-In-Tariff (or fixed-pricepurchase system of electricity from renewable energy).

Implementing Eco-friendly
Loading Equipment(Environment-focused initiative
at Nanko C-9 terminal)
Koji Nishimura
Harbor Transportation Dept., Osaka Branch

he Nanko C-9 terminal improvement work,
which has been carried out under the
responsibility of our department sinceNovember 2015, was completed and it is now
under smooth operation.
In line with this work, we refurbished thehandling equipment in the terminal and introduced
10 eco-friendly transfer cranes built to a higher
standard compared to conventional ones. We strive
to contribute to customers by further improving theoperating efficiency and continue to work on
reducing the environmental impact.

TTransfer cranePromoting renewal of the existing lighting system
to LED lighting to achieve significant energy saving.
To save energy and reduce CO2 emissions with regard to thelighting systems inside the Company’s warehouses, we arepromoting renewal of the existing lighting systems nearing
the end of their lives, to high-efficiency lighting equipment.

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Environmental and Social Report 201723

Environmental Conservation

Renewing the power receiving and transforming
equipment at the Tokyo Dia Building to achievesignificant energy savings.
At buildings No. 1, 2 and 4 of the Tokyo Dia Building, weare upgrading the power receiving and transforming
equipment reaching the end of their lives. In this renewal,
by replacing existing power receiving and transforming
equipment with high-efficiency transformers, we plan toreduce electric power loss by approximately 70%
compared to the state before replacement.

The Eitai Dia Building has acquired certification
as a “Near-Top Level Facility” under the Tokyo
Metropolitan Environmental Security Ordinance.
The Eitai Dia Building has been certified as a “Near-Top
Level Facility” under the Tokyo Metropolitan Environmental
Security Ordinance since fiscal 2015, under the Green
Building Program for “Top-Level Business Facilities in
Measures Against Global Warming” certification system. *4
The “Certified Top-Level Business Facilities in
Measures Against Global Warming” are “business facilities
that have made outstanding progress in theimplementation of measures against global warming”
recognized by the Tokyo Metropolitan Government as
offices complying with the standards designated by the
Tokyo Metropolitan Government under the Tokyo
Metropolitan Environmental Security Ordinance. Under the
mandatory targets for reduction in overall greenhouse gas
emissions and an emissions trading program, lessstringent reduction targets are applied for the certified
facilities. *5
Although the Eitai Dia Building, which was completed
in 1991, is quite aged, the proper renovations, renewal
and maintenance of the facilities and equipment werehighly evaluated and certified as a Near-Top-Level Facility
in fiscal 2010, and a Top-Level Facility in fiscal 2014.
In fiscal 2015, the governor has strengthened thestandards, and demands regarding environmental
consideration have increased. However, through updating
the air-conditioning heat source for computer rooms to ahigh-efficiency version, conducting performanceverification (commissioning) of the adopted facilities andequipment and continual improvement of the building
management in cooperation with the tenants of thebuilding and a building management company of thegroup, we were certified as a Near-Top-Level Facility
again.
At other facilities of the Company as well, we willcontinue to make aggressive efforts to further reduce theenvironmental burden by promoting renovations andrenewals of facilities and equipment to environmentfriendly versions, and improving management andoperation.
*4. By annually reporting on conformity with the certification standards to
the Tokyo Metropolitan Government, the certification will be extended
up until fiscal 2019.
*5. The mandatory targets for reduction in overall greenhouse gas
emissions for Top-Level Facilities are reduced by half and those for
Near-Top-Level Facilities by a quarter.

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The Nihonbashi Dia Building received
the BELCA Award (Best-reform division)
The Nihonbashi Dia Building received the “26th BELCA(Building and Equipment Long-life Cycle Association) Award”
from the Building and Equipment Long-life Cycle Association.
Established in 1991 for the purpose of contributing to thelong-term use of buildings, the “BELCA Award” is acommendation system for existing architectural structures,
under which structures and related people (clients, architects
and contractors) are awarded in the “Best-reform division” forthe buildings with excellent renovations, and in the “Long-life
division” for the buildings with appropriate maintenance andpreservation over the long term.
The Nihonbashi Dia Building was constructed byconverting Edobashi Building, a historic architecture selectedby Tokyo Metropolitan Government, into a new building witha focus on business continuity planning (BCP) andenvironmental performance, while preserving 70% of its
exterior walls and 40% of the structural framework (pillars,
beams and floors of the building). This enhancement ofarchitectural value was highly commended, and received anaward in the “Best-reform division.”
In redeveloping warehouses and office buildings, we willconsider their surrounding environment by rebuilding andrenovating them in line with each property’s features.

The Nagoya Dia Building continued to be certified as
an “Eco-friendly Workplace” by the mayor of Nagoya
The Nagoya Dia Building (Buildings No. 1 to 3) was
certified as an “Eco-friendly Workplace” by the mayor of
Nagoya in December 2013 in recognition of its voluntaryand proactive environment-focused initiatives undertaken
on a daily basis, including energy and water saving aswell as sorting and reduction of garbage. Since then, ourpromoting of energy-saving measures such as adopting
LED lighting was highly commended and the building
continued to be certified in December 2016.
We will strive to continue environment-friendly
building management.

Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking
business, striving for environmental conservation.
Addressing environmental issues
For trucking business operators, addressing environmental
issues is one of the highest priorities.
Ryoso Transportation Co., Ltd. (“Ryoso Transportation”)
has obtained the Green Management Certification *1 at all
six of its branches (seven operational bases) starting in
2005, striving to reduce environmental burden.
In fiscal 2016, Ryoso Transportation improved gas
mileage by 8.2% compared with fiscal 2006.
Specifically, in their efforts to promote eco-driving to
improve gas mileage and reduce emissions of air pollution
substances, they are conducting vehicle inspections andmaintenance with their own high standards. They also
adopt low-pollution vehicles that meet the latest restriction
regulations for gas emissions.

Promotion of “Green Purchasing”
Ryoso Transportation is also striving to purchaseproducts and services with less environmental burden.
At Ryoso Transportation, they are aggressively
purchasing retread tires, *6 eco-stationery, etc.

Use of renewable resources*6. A retread tire has new rubber pasted on a used base tire, thereby
restoring the tire’s original functionality.

As one measure under the Environmental Voluntary Plan
that the Company formulated, we are promoting the
replacement of gasoline cars, which consume gasoline andemit much CO2, with electric cars that emit no CO2
exhaust. We have formulated an electric car introduction
plan considering the use of various subsidies for electriccars and the completion status of the relevant infrastructure
including high-speed charger equipment for adopting suchcars. In fiscal 2016 vehicles came up for renewal andfollowing the revision in the number of company vehicles inuse, the number of vehicles decreased, but 25 electricvehicles are now in use in our head office and all branches.

 hange of total gas mileage at all operational sites of Ryoso
C
Transportation Co., Ltd. (fiscal 2006 to fiscal 2016) (Unit: km/L)
Fiscal
year

2006

2007

2008

2009

2010

2011

Vehicles for
2.45
2.53
2.59
2.63
2.58
2.59
business(100.0) (103.1) (105.6) (107.5) (105.5) (105.7)
use
Fiscal
year

2012

2013

2014

2015

2016

Vehicles for
2.52
2.48
2.53
2.62
2.65
business(102.9) (101.3) (103.4) (107.0) (108.2)
use

Web

Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
114
112
110
108
106
104
102
100
98
96
94

107.5
105.6

107.0

105.5 105.7

103.1

102.9

100.0

2006

2007

2008

2009

2010

2011

2012

HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Contribution to the recovery of the eco-system

103.4

2014

The data on the status of using electric cars can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”

108.2

101.3

2013

We are using the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation.

20152016 (Fiscal year)

We are promoting environmental conservation
with regard to information system equipment.
In adopting information system equipment including
servers and PCs, we select models that use lessenergy.

We are promoting environmental conservation not
only at our operational sites but also at our offices.
Promotion of summertime and wintertime energy
savingWe strove to save energy by participating as a Groupin the Cool Biz campaign during the summertime (Maythrough October 2016), which calls for offices to set
their air-conditioning thermostats basically at 28˚C, aswell as in the Warm Biz campaign during the wintertime(November 2016 through March 2017), which calls foroffices to set their air-conditioning thermostats basicallyat 20˚C.
In addition, as a year-round initiative, we strive tosave energy including by reducing the number of lights
in use to the extent not detrimental to operation andswitching off OA equipment when not in use.
Promotion of Green Purchasing of stationery andother office supplies
When the Group companies purchase office supplies,
we not only consider quality and price but also choose
products with less environmental impact—Green
Purchasing.

Conducting reforestation through volunteer
activities and donations as a partner ofreforestation of Kanagawa Prefecture
To address the global environment from the perspective ofpreservation of biodiversity, we participated in a partnershipprogram of reforestation of Kanagawa Prefecture and initiatedrelated activities in April 2011.
In October 2016, the fifth reforestation activity was held at
the prefectural forest in Tanzawa Lake. Participants included
27 executives and employees from Head Office, Tokyo Branch
and Yokohama Branch, and with the instructions from the
Kanagawa prefecture certified forest instructor and the support
from the Prefectural Water Source Environment Conservation
Division, we performed tree thinning works and took a walkalong the mountain trails.
Participants were divided into four groups, and inaccordance with safety instructions, they thinned trees by hand.
During lunch time, the instructor gave a talk on nature
conservation, which helped participants increase theawareness of environmental issues.

Thinning works

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Environmental and Social Report 201725

Fulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding ethicalactivities. By conducting fair and open competition in our activities, we canshowcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize the issues ofappropriate management of information and compliance with laws andregulations such as the Act against Delay in Payment of Subcontract
Proceeds, etc. and the insider trading prevention law and strive toestablish a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with
the Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading.
In March 2017, we conducted training concerning the Act
against Delay in Payment of Subcontract Proceeds, etc.,
covering the Company and its domestic Group companies. A
total of 1,804 employees who are in charge of implementing
the Act against Delay in Payment of Subcontract Proceeds,
etc., and related associates from each division attended thetraining and learned the purpose of the law, the scope of
applications, responsibilities and prohibited matters using
related questions on our Web site. In February 2017, we
conducted training related to the prevention of insider trading
for a total of 49 newcomers and verified their understanding
using related questions on our Web site.
Web

Actual performance data of the training concerning thoroughcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. and prevention of insider trading can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We focus on information security toprovide high-quality and secure services
for customers.
To provide the best services for our customers, the Company
formulated various rules related to information systems. We
have disseminated our information security policy to all
executives and employees.
To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use andmanagement of our in-house network. Also, we appoint a
LAN manager from each branch’s information system section
and OA promotion staff from the relevant section of eachdivision that uses the network, ensuring safety and theeffective use of our in-house network.
In fiscal 2016, we conducted a web-based questionnairewith regard to information security in October 2016(answered by 1,459 persons from the Company), and in
December 2016 (1,428 persons from Group companies)
thereby raising the awareness of information security among
the cumulative 2,887 people who answered thequestionnaire.

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Environmental and Social Report 2017

Furthermore, in fiscal 2016, as a measure against cyberattacks via e-mail (targeted e-mail virus attacks), we
conducted training and education on cyber-attacks for
executives and all employees, and raised their awareness of
information security in daily operations.
Web

Actual performance data on execution of questionnairewith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended version

Management of Information Security
1. Security of customer information (personal
information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations,obligation of compliance with regulations andpenalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management standard,outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branch trunk
room office and Dia Systems Corporation (our subsidiary todevelop and manage our information system) both acquired
ISO27001 certification, an international information security
management system standard, and receive periodic
evaluation by a certifying organization-approved third-party
organization, thereby attesting to our efforts to improve ourinformation security.

Provision of Safe, HighQuality and Useful Services
To fulfill our mission as a logistics and real estate business operator relied
on by society, we intend to promote measures to focus on disasters tocontinue to provide socially and environmentally useful and high-quality
services and maintain service functions even during emergencies.

Provision of socially and environmentally
beneficial high-quality services
We will continue to promote the improvement ofquality, aiming to be a company that enhances
the quality of our customers’ products.
The Mitsubishi Logistics Group continues to promote
its various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen
by customers, we conduct business activities based on
ideas and actions from the customers’ perspective. To
achieve customer satisfaction, we have broadened theframework of quality enhancement to include the qualityof operations, business duties and the corporation itself.
Moreover, to ensure trust from customers, we will build
on our efforts at ensuring good quality to become acorporation that can boast “quality” as its strength.
Our Quality Declaration has been disseminated.
We put up an “Our Quality Declaration” notice at each
worksite, distributed the “Our Quality Declaration”
cards to all employees of the Mitsubishi Logistics
Group and explained about it during stratified trainings,
etc., to further disseminate the information. (See pageP7: Our Declaration of Quality)
We connect employee satisfaction to customer
satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable element.
We strive to enhance the motivation of each employee.
We believe that creating a good work environment
where employees can engage in business activities withconfidence and contact customers with a smile will
eventually lead to Customer Satisfaction (CS).

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We
complete operational documents and share information

on various measures. We will continue to aim toenhance customer satisfaction.

Each operating site and affiliated company
conducts specific quality improvement measures.
To offer high-quality services, the Mitsubishi Logistics
Group conducts daily efforts to improve the quality at each
operating site and affiliated company. The content andresults of such efforts are horizontally developed acrossthe Group. Some of these measures are as follows.

Photos of 4S Activities at Kobe Branch

Measures taken at divisions or branches and Group companies
Divisions or Branches
and Group companies

Content of measures

Warehousing andHeld meetings attended by managers from all the operating
Distribution
Business Division bases to share information on improvement of quality.
Determined issues on operational procedures by monitoring
Tokyo Branch
the interior of warehousing facilities.
The 4S Activities Promotion Committee patrolled the
Yokohama
warehousing facilities and made evaluations on each checklist
Branchitem.
Promoted 4S activities in all work places. The Promotion
Committee checked the status of implementation every
Kobe Branchmonth and conducts commendation.
Ryoso
Conducted a safety patrol at all the operational sites including
Transportation the business sites of contractors to prevent accidents andCo., Ltd.
raise awareness of safety.
KyokuryoConducted a safety patrol inside the premises every month toWarehouse Co., Ltd. prevent accidents.
Shinryo Koun
Provided technical training to improve workers’ technicalCo., Ltd.
capability.
Mitsubishi Logistics Improved and implemented the human resources
China Co., Ltd.
development system at all the Group companies in China.
ShanghaiCollected accident-related information at each division and
Linghua Logistics department, analyzed the tendencies and gave feedback to allCo., Ltd.
managerial staff.
Yokohama Dia
Collected information on complaints from customers throughBuilding Management outsourced companies and shared the information at
Corporation
meetings with the tenants.
Striving to improve service quality by establishing the
Dia Buil-TechBusiness Improvement Committee and conducting
Co., Ltd.
improvement proposal activities

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Environmental and Social Report 201727

Provision of Safe, High-Quality and Useful Services

We commend improvement activities thatwill lead to service quality improvement
and streamlining of business processes.
The Company introduced a commendation system for
improvement activities with an aim to vitalize thevoluntary improvement activities in July 2016. Under
this system, each group sets its own theme, performs
improvement activities based thereon, and the award isgiven once a year to the group that particularly
contributed to the service quality improvement andstreamlining of business processes.
In addition, as the system is open to anyone who
engages in the Company’s business including
suppliers, it is designed to enable each worksite andteam to come together and join the improvement
activities.
In the second half of fiscal 2016 when we firstsolicited participants, 42 groups (314 people) joined
the activities. Their wide-ranging themes included not
only the activities within warehouses such as review on
the operation flow lines and improving storage
efficiency, but also business improvement andstreamlining of clerical work in offices.
The administrative side of this system provided
support as needed to help each group thoroughly
analyze problems, identify the causes and perform
efficient improvement activities.
Although being small, by continuing company-wide
efforts, the activity may produce great results. To havethe improvement activities ingrained in our corporate
culture, we will operate the system while sharing
activity examples in the Group with the use of aninternal database and in-house journal.

To further improve the quality of logistics operations, we are
adopting the G-MIWS (a new information system related towarehouse storage operation and delivery center operation).
As a successor model of the current system, MIWS/MESH (Mitsubishi Intelligent Warehouse System/
Mitsubishi Efficient and Speedy Handling System), theCompany developed a new system, G-MIWS, of which
sequential installation at worksites started in March
2014. We will complete the installation of the G-MIWS at
all locations during the first half of fiscal 2017. The “G” of

About Improvement Activities

Completing the Installationof the G-MIWS System

Kenichi Hosoi
Planning Team, Planning & Business
Coordination Division

Takashi Hasegawa
Development Dept., Information
Systems Division

am engaged in the operation of thecommendation system for improvement
activities as a member of the secretariat.
With nearly a year having passed since thelaunch of the system, I am keenly aware every day
that many groups are engaged in the improvement
activities with enthusiasm.
As a secretariat member, I would like tocontinue initiatives to firmly instill and entrench thissystem, while introducing the details of activity ofeach group as a fruit of their efforts and creativity,
through issuing the in-house journal “Improvement
News.”
The accumulation of small improvements willlead to a major advance. We at the secretariat lookforward to your active participation.

nstallation of the G-MIWS system started in
April 2014 has been completed at all
locations. We were able to proceed with the
installation without major problems thanks to theuser divisions that supported the preparation for
installation while carrying out their normal
operations and the support staff from Dia Systems
Corporation who tackled difficult tasks.
The completion of the installation marks the endof a project, however, rather than ending withsystem conversion, going forward I would like
improve the problems found in the installation
process, promote the utilization of useful functions
left unused and reinforce other functions to meet
operational needs with an eye to further increasing
work efficiency and achieving quality improvement.

I

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Improvement activities

Mitsubishi Logistics

Environmental and Social Report 2017

I

“G-MIWS” signifies “global,” aiming to expand theCompany’s logistics business to integrate nationwide
and overseas logistics, which was included in the Basic
Policy of the Management Plan. Our system is available
in English and Chinese for overseas use and is designed
to be effective in standardizing operations, improving
service quality and reducing costs. By exporting various
types of logistics-related data, we will analyze
operations, formulate sales strategies, provide useful
information for customers’ decision making in a timely
manner and provide even higher-quality logistics services
than ever to fully support customers’ businessdevelopment from the aspect of logistics.

Promotion of disaster measures
to maintain service functions
We are working on crisis-preventive measuresand measures to focus on crises promptly
and effectively in case of such occurrence.
The basic purpose of our crisis management measures
is to predict various crises that can seriously affectcorporate management, prevent such crises and, incase of occurrence, focus on the crisis quickly andeffectively to minimize human and material damage
that affects corporate management and restore thenormal operational structure quickly. Especially, with an
aim to become disaster-resistant in software andhardware, we have developed “Disaster-Resistant and
Eco-Friendly Warehouses,” “Disaster-Resistant and
Eco-Friendly Office Buildings.”

To fulfill our corporate social responsibility, we intend to:
1. Ensure the safety of employees, their families andrelated people;
2. Preserve corporate facilities (e.g., the Company’s
warehouses, buildings and facilities) and thefreight received; and3. Strive to quickly restore and continue operation.

In addition, communication training on the use oftransceivers was conducted monthly in the Group
companies to acquire the knowledge of its use, so as
to strengthen the disaster measures system.
Moreover, by increasing the number of offices
implementing the Earthquake Early Warning system,
we strive to promptly collect information needed toensure employees’ safety.

Transceiver (MCA radio)

Earthquake Early Warning System

Taking measures to prevent fire andrespond to the occurrence of fire.
In February 2017, a fire took place at the warehouse ofa major mail order company. The warehouse was forin-house use, and was not a commercial warehouse as
stipulated in the Warehousing Business Act, however,
all the commercial warehouses received a heads-up
from the Ministry of Land, Infrastructure, Transport andTourism that governs the warehousing industry. The
Company, even before this incident, had been
conducting thorough employee education, enhancing
security, and, upon constructing a warehouse, taking
fire preventive measures from the aspects of structureand facility. In addition, we have established a constantcommunication system with local fire stations andconduct periodic fire drills every year in preparation forthe occurrence of fire. Through continuing suchmeasures and initiatives, we will strive to provide highly
reliable services for our customers.

To respond to trust in our corporation from society, we will:
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local
communities.
Fire prevention patrol

Reinforcing the emergency and disastermeasures system
As an emergency measure, we implemented largescale disaster measure training with mandatory
employee participation. The training involved use of amobile phone safety confirmation system, going or
coming to a work site by walking and checking
restoration procedures from disaster damage, etc.
Fire drill

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Environmental and Social Report 201729

Provision of Safe, High-Quality and Useful Services

We are strengthening our information
system crisis management structure tofocus on disasters and other crises.
To ensure continuous use of the information system even during an
emergency, we established a disaster countermeasures center in the
Kansai region to back up data and implemented a duplicate
information system for our in-housenetwork and the Internet environment. In
addition, the Company has formulated amanual focused on information system
disasters and other measures ascountermeasures taken during operationof such systems against information
Disaster countermeasure
center in the Kansai region
system accidents and failure.

The Company’s 11 facilities are support/relief goods
logistics base facilities designated by the Ministryof Land, Infrastructure, Transport and Tourism.
The Ministry of Land, Infrastructure, Transport and Tourism, learningfrom its reflection on the Great East Japan Earthquake, held anadvisory conference, attended by experts, logistics business operatorsand people related to industry organizations, among others, to compile
the “Basic concept on the support/relief goods logistics system,”
which aims for the efficient and smooth delivery of support/relief goods
to afflicted areas at the time of a disaster.
The General Manager of the Warehousing and Distribution
Business Division of the Company assumed a position as a committee
member representing warehouse operators, requested by the Ministryof Land, Infrastructure, Transport and Tourism, and actively
commented from the perspective of a warehousing business operator.
These discussions concluded with the shared recognition that for thedelivery of support/relief goods at the time of a disaster, it is essential
to fully utilize the expertise and facilities of private logistics operators.
In fiscal 2011, 395 private facilities nationwide, mainly in the
Kanto, Tokai and Tonankai regions, where a large-scale earthquake isforeseen in the near future, were designated as support/relief goods
logistics bases, including the Company’s seven facilities located in the
Kanto, Tokai and Hanshin regions. In fiscal 2012, two other facilities of
the Company (in Fukuoka and Saga) were newly designated as relief
supplies and material facilities.
In fiscal 2013, two other facilities of the Company (both in Aichi
Prefecture) were newly designated as relief supplies and material
facilities which brought the number of the Company’s facilities to 11.
We will thoroughly prepare to fulfill our public role as a warehousingbusiness operator so that each of the designated facilities of theCompany can function well during a future large-scale disaster.
Web

Data on our 11 facilities designated as support/relief goods logistics basefacilities can be viewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Kinjoh Warehouse, Nagoya Branch

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Chuo Futo Warehouse, Fukuoka Branch

Environmental and Social Report 2017

Receiving Life-saving Training
Effective from fiscal 2016, Dia Buil-Tech Co., Ltd., amanagement company for the Company’s leased
buildings, ensures that its executives and employees
receive Basic Life-saving Training. They invited lecturers
from Kyobashi Fire Station in Tokyo and learned
cardiopulmonary resuscitation, hemostatic methods andhow to use AED devices with an aim to alleviate humansuffering in the event of accidents and disasters.
Participants of the current fiscal year included 40
executives and employees. The company has themretake the training every three years so as to keep theirlicense with an effective period of three years valid.
Going forward, we strive to protect worksites, customers
and lives of our families and make a disaster-resistantorganization.

Reflection on the Lifesaving Training
Shota Suga
Tokyo Dia Building Management
Office, Dia Buil-Tech Co., Ltd.

participated in the Life-saving Training toreceive education mainly on
cardiopulmonary resuscitation and how to
use AED devices, and learned necessary
procedures to be followed in the seven minutes
until the rescue crews arrive (in the Tokyo
metropolitan area).
In the practical training, we carried out drills
assuming situations where rescue is required. In
the event that we encounter an injured or sickperson suffering ventricular fibrillation or
cardiopulmonary arrest, I felt that performing what
we learned in a calm manner is the key, and also
fully realized the difficulty in taking appropriate
actions. In this sense, the training was a very
valuable experience for me. I will strive to fully utilize
this experience to pass the baton of lives of injured
or sick persons to the rescue crews.
(Group company of Mitsubishi Logistics Corporation)

ICoordination with Local Communities
and International Society
To contribute to the development of local communities and internationalsociety, we must focus not only on the site where our business base is locatedbut also understand our relationship with society and recognize our common
interests with society.
To maintain harmonious relationships with local and international societies, wewill contribute to cultural activities and health services and make donations.

Contribution to cultural activities

Cooperating with the local community
through sports.

We conducted a charity auction and acharity fair.

At “Yokohama Bay Quarter,” as its facility storefront
falls on the starting point of “Yokohama Marathon,” acivic marathon, we have hosted a monthly running club
event since September 2014 with the aim ofcontributing to the local community and bringing
excitement to the marathon event. In 2016 that marked
the third year of this event, we newly created a track
for novice runners and had about 50 participants every
month.
In addition, through this club operation, “NorthDock” U.S. Army base also situated in Kanagawa-ku of
Yokohama City contacted us, and we co-hosted amarathon race with the U.S. forces. In “Yokohama
North Dock FALL RUN” held in November 2016, over
1,000 runners joined the event, thereby deepening ourcooperation with the local community through sports.
We aim for our facilities to coexist with local
communities through such initiatives in the future aswell.

At the “Yokohama Bay Quarter,” the Company’scommercial real estate facilities in Yokohama, we held
our charity fair on Saturday, August 20, 2016. On thisseventh charity fair, popular traditional fair games suchas shooting games and yo-yo fishing were enjoyed bythree generations of people. Employees from facilities
management company Yokohama Dia Building
Management Corporation wore Happi costumes andacted as salespersons in this handmade event, and it
was lively with a lot of visitors despite the scorching hot
weather. In addition, in commemoration of the 10th
anniversary of the opening of the facility, this year we
collaborated with the popular ice lollipop “Gari-garikun” of Akagi Nyugyo Company Limited, whichcelebrated its 30th year in the market. Visitors, mainly
children, had a great time with the mascot appearing at
the venue and other attractions.
The revenues from the event were donated to theGreat East Japan Earthquake relief fund via theJapanese Red Cross Society. We will continue to holdthe events that can entertain visitors, aiming to make afacility indispensable to the regional community.

Running club event

Contribution through donations, etc.
Making donation to an orphanage at ouroverseas subsidiary in Vietnam
At our overseas subsidiary in Vietnam, we visited andmade donations to an orphanage in Ho Chi Minh City,and deepened our interactions with children by folding
Origami and drawing, etc.
Charity fair

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Environmental and Social Report 201731

Coordination with Local Communities and International Society

We conducted a public benefit tree
planting event in China.
As part of our CSR activities in China, a public benefit
tree planting event like last year was conducted on
Saturday, March 4, 2017, in collaboration among
Mitsubishi Logistics China Co., Ltd., Shanghai Lingyun
Global Forwarding Co., Ltd., Shenzhen Lingyang
Global Forwarding Co., Ltd., Shanghai Branch,
Shanghai Linghua Logistics Co., Ltd., and Fuji Logistics(China) Co., Ltd.
This event helped enhance the environmental
awareness of the employees and their families andprovided an opportunity outside work for them tointeract with each other to build friendships.

Tree planting activity

We conducted a “CSR Trip” in Thailand
As part of our CSR activities in Thailand, creation ofsalt licks for wild animals and tree planting activities inthe elephant sanctuary were conducted on Saturday,
June 18, 2016, as part of the program for the annualcompany trip hosted by Mitsubishi Logistics Thailand
Co., Ltd. A total of 142 employees of the company
joined theactivities anddeepenedinteractions
among themwhile improving
awareness of
CSR.

Reflection on the Public
Benefit Tree Planting Event
Zang Zheng
Assistant Manager, General Affairs Dept.,
Mitsubishi Logistics China Co., Ltd.

o foster awareness of environmental
protection through the importance of forest
preservation, I planned, held and participatedin the public benefit tree planting event initiated by
Mitsubishi Logistics China Group, as part of our CSR
activities in China.
With this year marking the third time since 2015,
the event was conducted at a park in a suburb of
Shanghai on Saturday, March 4, 2017. A total ofover 40 persons participated including 25 staff
members of Group companies and their children
and family members.
Blessed with good weather, participants weredivided into five groups, briefed on how to plant by
the instructor, and planted 15 seedlings incooperation with each other.
Forgetting their daily work and coming in contact
with nature, all the participants worked together anddeepened communication with each other.
From the standpoint as both a planner and aparticipant, to me it was a very meaningful activity
where I was able to watch everyone enjoy withenthusiasm.
(Group company of Mitsubishi Logistics Corporation)Taround Nagoya Station, to install flower beds to liven
up and bring color to the front of the Nagoya Station
owned by Nagoya City.
Since fiscal 2011, we have been contributing to thebeautification of the environment in front of the Nagoya
Station by planting flowers two times a year in spring
and autumn.

We are cosponsoring Diamond Cup Golf
as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

Installed flower beds in the greenbelt
near the Nagoya Station
Our Nagoya Branch responded to the request from the
Meieki Development Council, made up of landowners

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Environmental and Social Report 2017

The flower bed in spring/autumn

The flower bed of hospitality<Contents on the signboard of theflower bed of hospitality>
This flower belt is managed by thehelp of flower supporters with theaim of creating a community withlots of flowery colors.

We provided a venue for the traffic
safety fair at Kobe Harborland umie.
At “Kobe Harborland umie,” the Company’scommercial real estate facility in Kobe, a traffic safety
awareness event “Spring Traffic Safety Fair 2016” washeld in line with the “Spring nationwide traffic safety
campaign.” The venue for the event was provided by
the Company.
On the day, there was a performance by themusical band of Hyogo Prefectural Police, a traffic
safety awareness event by the rugby team Kobe Steel
Kobelco Steelers, and a demonstration of effectivenessof seat belt usage by Japan Automobile Federation(JAF), etc. Visitors listened attentively to the explanationof traffic safety provided by Hyogo Prefectural Police.

We hold radio exercise events at
Yokohama Bay QuarterAt “Yokohama Bay Quarter,” for eight days during theschool summer vacation season in August, radio
exercises were held at the main plaza. 2016 marks thethird year of organizing this event, all managed by
employees of Yokohama Dia Building Management
Corporation. Despite the early start at 7 o’clock in themorning, participants have increased year by year,
including senior couples living close by, small children with
their fathers before work, and on the last day, we had
more than 150 participants. Going forward, we would liketo bring further excitement to the local community while
helping this shopping mall to become a familiar place.

The fair

We conducted an evacuation drill to prepare
for tsunamis at a commercial facility
At “Harborland Dia Nissei Building,” the Company’scommercial building in Kobe, we conducted anevacuation drill jointly with the Harborland area to prepare
for tsunamis, in line with the Kobe City Comprehensive
Disaster Management Drill held on Sunday, November 13,
2016.
In the case of the largest class tsunami caused by
Nankai Trough earthquake, the whole area is predicted tosuffer from floods with a tsunami arriving in 90 minutes atthe earliest, according to Hyogo prefecture.
On the day of the drill, about 100 employees working
at shops in “Kobe Harborland umie” retail building
participated. They were assigned roles as evacuation
guidance teams and shoppers, and conducted anevacuation drill to lead everyone to the top of the building
within the 90 minutes before the tsunami arrives.
As the retail wing of the said building welcomes lots of
shoppers every day, the cooperation of the shop
employees is essential in giving evacuation guidance.
Through this drill, we confirmed the method of
coordination in the case of disaster and raised theawareness of disaster prevention of the building as awhole.
We strive to make safe facilities where customers canvisit at ease through the repetition of drills in the future.

Tsunami evacuation drillRadio exercises

We participate in local cleanup andother activities.
Our operating bases nationwide also participated inlocal cleanup activities voluntarily. In addition, ourOsaka Branch participated in the local blood donation
activities together with our customers in spring andautumn. We will strive to contribute to the local
communities by continuing these activities.

Cleanup activities at the Head Office

Blood donation activities at Osaka Branch

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Environmental and Social Report 201733

Statement Supporting
the UN Global Compact.
The Group promotes its CSR activities pursuant to the UN Global
Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership.
At the World Economic Forum in Davos,
Switzerland, in 1999, Kofi Annan, then SecretaryGeneral of the United Nations, proposed thatcompanies should observe the 10 principles in theareas of human rights, labor, the environment andanti-corruption to solve various problems that could
occur due to internationalization and the global
expansion of businesses. In July 2000, the UNGC waslaunched at the UN Headquarters in New York. As of
July 2015, more than 13,000 companies andorganizations around the world were members of
UNGC.
Based on its “Code of Conduct,” the Group will
strive to practice the UN Global Compact’s 10
principles as a good member of international society.

UNGC’s 10 principles

Human
RightsGlobal Compact Network Japan’s Web site

http://www.ungcjn.org/index.html

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Principle 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Environment

Principle 8: Undertake initiatives to promote
greater environmental
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentallyfriendly technologies.

Anti-Corruption

Web

Principle 1: Businesses should support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 10: Businesses should work against
corruption in all its forms,
including extortion and bribery.

Company Profile (As of March 31, 2017)
Company name

Mitsubishi Logistics Corporation

Head OfficeNihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2016)

Consolidated: ¥208.7 billion Nonconsolidated: ¥146.8 billion

The number of employeesof the Mitsubishi
Logistics Group

4,419(excluding 53 workers on leave to work outside the Group, 1,324 temporary staff and 1,152
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany863(excluding 148 employees on leave to work for other companies, 116 temporary staff and 563
employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (52 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V.,
Fuji Logistics Europe B.V., Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Shanghai Lingyun Global Forwarding Co., Ltd.
Fuji Logistics (China) Co., Ltd., Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, P.T. Dia-Jaya Forwarding Indonesia, Fuji Logistics Malaysia SDN.BHD.,
Dia Buil-Tech Co., Ltd., Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated)
Operating revenue
250

200

203.6

192.2

206.8 208.7
198.1 204.3(Unit: ¥billion)

Operating income

Ordinary income

15

20

12

12.5 12.3

12.1

Total assets

300
433.0

16.0
15

14.5 14.5 14.1 14.4 14.0

400

(Unit: ¥billion)
Net assets

500

12.7
11.4 11.3

Assets (Consolidated)

353.2

375.1

396.2

413.2

263.0 257.5

435.3
250
211.5

227.8

276.8

236.6

200
150

9

100

6

300
10

150
200
100

3

50

0

5

2011 2012 2013 2014 2015 2016 (fiscal year)0

2011 2012 2013 2014 2015 2016 (fiscal year)

0100

2011 2012 2013 2014 2015 2016 (fiscal year)

050

2011 2012 2013 2014 2015 2016 (fiscal year)0

2011 2012 2013 2014 2015 2016 (fiscal year)

CSR·Compliance Team, General Affairs Division, Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Extended version

Promotion of CSR

The following are some data related to the Environmental and Social Report 2017, which was collected at the end of fiscal 2016.

Environmental conservation

Logistics
Real Estate
IR
CSR
Other
Total

Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business

Fiscal 2014

Fiscal 2015

Fiscal 2016

Thousand m2 <Floor area>

1,372

1,424

1,439

Thousand t-CO2

36.4

34.1

35.0

kg-CO2/m2

26.5

23.9

24.3

71

28

18

Thousand tons <Handling tons>

Harbor transportation business t-CO2
kg-CO2/thousand tons

Overland transportation
business8
440.3

Million km <Total transportation distance>

4.1

3.9

4.4

3.7

3.5

3.8

911.8

889.3

861.5

Thousand m <Operational area>

681

716

710

Thousand t-CO2

42.6

41.1

40.4

kg-CO2/m2

62.6

57.4

56.9

Thousand t-CO2

82.8

78.7

79.2

2

CO2 emissions

7
246.8

Thousand t-CO2
kg-CO2/thousand km

Real estate business

8
112.7

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
932
1,000

(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

136

138

137

750

150

500

100

100

250

50

50

0

2014

2015

2016 (Fiscal year)

0

2014

2015

150

2016 (Fiscal year)

140.7
99.0

0

2014

2015

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

82.8

78.7

79.2

3

50

2

25

1

0

2014

2015

2016 (Fiscal year)

1.9

Check on status of compliancewith “Code of Conduct”
In-house
Domestic Group companies
Overseas Group companies
Total

2014

2015

2.0

75

104.0

74.9

75.3

Human rights
enlightenment course

502016 (Fiscal year)

0

2014

2015

2016 (Fiscal year)

Tokyo Dia Buildings

33,531

29,593

26,607

24,41929,820Eitai Dia Building

10,132

5,836

5,341

5,227

6,508

Ohi Cold Storage Office

4,394

3,645

3,620

3,100

2,197

Total

48,05739,07435,56832,74638,525

8,983

12,48915,311

9,532

Reduction

1,462
1,848
3,310

1,458
1,807
3,265

60
69
129

—
—
—

—
—
—

1,556
2,671
90
4,317

1,416
2,684
79
4,179

1,421
2,745
81
4,247

0

2015

2016 (Fiscal year)

Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016
9
(4)

14
(5)

49

Number of persons participated in compliance lecture for prevention
Unit: persons
of insider trading 

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc. 

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
40
44
49

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
807
757
757
1,019
1,143
1,047
1,826
1,900
1,804

19
(5)

22
(3)

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
Number of questionnaires conducted Three times
Twice
Twice
Number of respondents (Persons)
2,679
2,978
2,887

27
(5)

27
(0)

25
(0)

In-house
Domestic Group companies
Total

Provision of Safe, High-Quality and Useful Services
Number of persons participated in training for earthquake measures

Execution period
Place
Number of participants (Persons)Status of using electric cars (units introduced)
Total number ofcars in use(Introduced cars)

48

Number of respondents to information security questionnaire

4.7
2014

39

Fulfillment of Sincere and Fair Business Activities

In-house*Calculation standard
Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
Business sites for the harbor transportation business were restricted to two places where the Company is in charge of transportation referenced to the Law Concerning the Rational Use of Energy.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.)
and a number of the Group companies.

EmissionsFiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015
standard

1,586
2,943
4,529

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements

73.7

9.5

10

2016 (Fiscal year)

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
scale companies CO2 emissions

Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total
Group training concerning
CSR and compliance
In-house
Domestic Group companies
Total

Number of persons participated in human rights enlightenment course
Unit: persons
for dissemination of awareness of human rights

17.2

5

0

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements

15

1.9

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
3
2
2
1
0
0
7
5
5
3
3
3
4
4
5
18
14
15

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

25

CO2 emissions

75

Number of persons participated in awareness surveys and trainings aimed at disseminating thecorporate philosophy and better understanding of CSR and compliance.  Unit: persons

Respect for Human Rights

Water use (water supply, sewage)

919

Unit: caseOrganizational Governance

Environmental conservation data (by usage, by emission type)
960

Number of news releases

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
March 2015——
Head Office,——Tokyo Branch
Around 50——

Support/relief goods logistics base facilities at a glance
Block

LeakageamountFiscal 2015

Fiscal 2016

1,027

468

Facility name

Tokyo
Kanto

Tokai

Kinki

Calculated leakage amount of fluorocarbons
Unit:t-CO2

BranchKyushuAomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2017

Extended version

Promotion of CSR

The following are some data related to the Environmental and Social Report 2017, which was collected at the end of fiscal 2016.

Environmental conservation

Logistics
Real Estate
IR
CSR
Other
Total

Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business

Fiscal 2014

Fiscal 2015

Fiscal 2016

Thousand m2 <Floor area>

1,372

1,424

1,439

Thousand t-CO2

36.4

34.1

35.0

kg-CO2/m2

26.5

23.9

24.3

71

28

18

Thousand tons <Handling tons>

Harbor transportation business t-CO2
kg-CO2/thousand tons

Overland transportation
business8
440.3

Million km <Total transportation distance>

4.1

3.9

4.4

3.7

3.5

3.8

911.8

889.3

861.5

Thousand m <Operational area>

681

716

710

Thousand t-CO2

42.6

41.1

40.4

kg-CO2/m2

62.6

57.4

56.9

Thousand t-CO2

82.8

78.7

79.2

2

CO2 emissions

7
246.8

Thousand t-CO2
kg-CO2/thousand km

Real estate business

8
112.7

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
932
1,000

(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

136

138

137

750

150

500

100

100

250

50

50

0

2014

2015

2016 (Fiscal year)

0

2014

2015

150

2016 (Fiscal year)

140.7
99.0

0

2014

2015

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

82.8

78.7

79.2

3

50

2

25

1

0

2014

2015

2016 (Fiscal year)

1.9

Check on status of compliancewith “Code of Conduct”
In-house
Domestic Group companies
Overseas Group companies
Total

2014

2015

2.0

75

104.0

74.9

75.3

Human rights
enlightenment course

502016 (Fiscal year)

0

2014

2015

2016 (Fiscal year)

Tokyo Dia Buildings

33,531

29,593

26,607

24,41929,820Eitai Dia Building

10,132

5,836

5,341

5,227

6,508

Ohi Cold Storage Office

4,394

3,645

3,620

3,100

2,197

Total

48,05739,07435,56832,74638,525

8,983

12,48915,311

9,532

Reduction

1,462
1,848
3,310

1,458
1,807
3,265

60
69
129

—
—
—

—
—
—

1,556
2,671
90
4,317

1,416
2,684
79
4,179

1,421
2,745
81
4,247

0

2015

2016 (Fiscal year)

Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016
9
(4)

14
(5)

49

Number of persons participated in compliance lecture for prevention
Unit: persons
of insider trading 

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc. 

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
40
44
49

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
807
757
757
1,019
1,143
1,047
1,826
1,900
1,804

19
(5)

22
(3)

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
Number of questionnaires conducted Three times
Twice
Twice
Number of respondents (Persons)
2,679
2,978
2,887

27
(5)

27
(0)

25
(0)

In-house
Domestic Group companies
Total

Provision of Safe, High-Quality and Useful Services
Number of persons participated in training for earthquake measures

Execution period
Place
Number of participants (Persons)Status of using electric cars (units introduced)
Total number ofcars in use(Introduced cars)

48

Number of respondents to information security questionnaire

4.7
2014

39

Fulfillment of Sincere and Fair Business Activities

In-house*Calculation standard
Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
Business sites for the harbor transportation business were restricted to two places where the Company is in charge of transportation referenced to the Law Concerning the Rational Use of Energy.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.)
and a number of the Group companies.

EmissionsFiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015
standard

1,586
2,943
4,529

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements

73.7

9.5

10

2016 (Fiscal year)

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
scale companies CO2 emissions

Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total
Group training concerning
CSR and compliance
In-house
Domestic Group companies
Total

Number of persons participated in human rights enlightenment course
Unit: persons
for dissemination of awareness of human rights

17.2

5

0

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements

15

1.9

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
3
2
2
1
0
0
7
5
5
3
3
3
4
4
5
18
14
15

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

25

CO2 emissions

75

Number of persons participated in awareness surveys and trainings aimed at disseminating thecorporate philosophy and better understanding of CSR and compliance.  Unit: persons

Respect for Human Rights

Water use (water supply, sewage)

919

Unit: caseOrganizational Governance

Environmental conservation data (by usage, by emission type)
960

Number of news releases

Fiscal 2014
Fiscal 2015
Fiscal 2016
achievements achievements achievements
March 2015——
Head Office,——Tokyo Branch
Around 50——

Support/relief goods logistics base facilities at a glance
Block

LeakageamountFiscal 2015

Fiscal 2016

1,027

468

Facility name

Tokyo
Kanto

Tokai

Kinki

Calculated leakage amount of fluorocarbons
Unit:t-CO2

BranchKyushuAomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2017

GRI Guidelines version 4 (G4) reference table(Listed only indicators for Core level)
General Standard Disclosures
Indicators

Reference
page number

Provide a statement from the most senior decision-maker of the organization (such as CEO, chair,or equivalent senior position) about the relevance of sustainability to the organization and theorganization’s strategy for addressing sustainability.

2~3

Top Message

Report the name of the organization.

35

Company Profile

Item

Contents

Strategy and Analysis
G4-1

Organizational Profile
G4-3
G4-4

Report the primary brands, products, and services.

4~5

Introduction of Businesses

G4-5

Report the location of the organization’s headquarters.

35

Company Profile

G4-6

Report the number of countries where the organization operates, and names of countries where
either the organization has significant operations or that are specifically relevant to the sustainability
topics covered in the report.

35

Company Profile

G4-7

Report the nature of ownership and legal form.

35

Company Profile

G4-8

Report the markets served (including geographic breakdown, sectors served, and types ofcustomers and beneficiaries).

35

Company Profile

G4-9

Report the scale of the organization, including:∙ Total number of employees∙ Total number of operations∙ Net sales∙ Total capitalization broken down in terms of debt and equity∙ Quantity of products or services provided

35

Company Profile

G4-10

a. Report the total number of employees by employment contract and gender.
b. Report the total number of permanent employees by employment type and gender.
c. Report the total workforce by employees and supervised workers and by gender.
d. Report the total workforce by region and gender.
e.	Report whether a substantial portion of the organization’s work is performed by workers who arelegally recognized as self-employed, or by individuals other than employees or supervised
workers, including employees and supervised employees of contractors.
f.	Report any significant variations in employment numbers (such as seasonal variations in
employment in the tourism or agricultural industries).

15

Status of employees

G4-11

Report the percentage of total employees covered by collective bargaining agreements.

−

−

G4-12

Describe the organization’s supply chain.

4~5

Introduction of Businesses

G4-13

Report any significant changes during the reporting period regarding the organization’s size,
structure, ownership, or its supply chain, including:∙ Changes in the location of, or changes in, operations, including facility openings, closings, and expansions∙ Changes in the share capital structure and other capital formation, maintenance, and alteration operation∙ Changes in the location of suppliers, the structure of the supply chain, or in relationships with
suppliers, including selection and termination−−

Commitments to external initiatives
G4-14

Report whether and how the precautionary approach or principle is addressed by the organization.

27~30

Initiatives for quality
improvement anddisaster measures

G4-15

List externally developed economic, environmental and social charters, principles, or other initiatives
to which the organization subscribes or which it endorses.

3, 34

Top Message,
Statement Supporting
the UN Global Compact

G4-16

List memberships of associations (such as industry associations) and national or international
advocacy organizations in which the organization:∙ Holds a position on the governance body
∙ Participates in projects or committees∙ Provides substantive funding beyond routine membership dues
∙ Views membership as strategic−−

Identified Material Aspects and Boundaries
G4-17

a. List all entities included in the organization’s consolidated financial statements or equivalent documents.
b.	Report whether any entity included in the organization’s consolidated financial statements orequivalent documents is not covered by the report.

35

Company Profile

G4-18

a. Explain the process for defining the report content and the Aspect Boundaries.
b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

1, 6~9

Editorial Policy,
Promotion of CSR

G4-19

List all the material Aspects identified in the process for defining report content.

10~11

Confirmation of major
CSR activities

Item

Reference
page number

Indicators

Contents

G4-20

For each material Aspect, report the Aspect Boundary within the organization, as follows:∙ Report whether the Aspect is material within the organization∙ If the Aspect is not material for all entities within the organization (as described in G4-17), selectone of the following two approaches and report either:- The list of entities or groups of entities included in G4-17 for which the Aspect is not material- The list of entities or groups of entities included in G4-17 for which the Aspects is material∙ Report any specific limitation regarding the Aspect Boundary within the organization

12~33

G4-21

For each material Aspect, report the Aspect Boundary outside the organization, as follows:∙ Report whether the Aspect is material outside of the organization∙ If the Aspect is material outside of the organization, identify the entities, groups of entities orelements for which the Aspect is material. In addition, describe the geographical location where
the Aspect is material for the entities identified∙ Report any specific limitation regarding the Aspect Boundary outside the organization

−

−

G4-22

Report the effect of any restatements of information provided in previous reports, and the reasonsfor such restatements.

−

−

G4-23

Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

−−

Introduction to CSR
Activities

Stakeholder Engagement
G4-24

Provide a list of stakeholder groups engaged by the organization.

6~11

Promotion of CSR

G4-25

Report the basis for identification and selection of stakeholders with whom to engage.

6~11

Promotion of CSR

G4-26

Report the organization’s approach to stakeholder engagement, including frequency of engagementby type and by stakeholder group, and an indication of whether any of the engagement wasundertaken specifically as part of the report preparation process.

6~11

Promotion of CSR

G4-27

Report key topics and concerns that have been raised through stakeholder engagement, and how
the organization has responded to those key topics and concerns, including through its reporting.
Report the stakeholder groups that raised each of the key topics and concerns.

6~11

Promotion of CSR

Report Profile
G4-28

Reporting period (such as fiscal or calendar year) for information provided.

1

Boundary of the Reportand Reporting Period

G4-29

Date of most recent previous report (if any).

1

Publication Date

G4-30

Reporting cycle (such as annual, biennial).

1

Publication Date

G4-31

Provide the contact point for questions regarding the report or its contents.

1

Contacts for Inquiries Regarding theEnvironmental and Social Reporta. Report the ‘in accordance’ option the organization has chosen.
b. Report the GRI Content Index for the chosen option.
c. Report the reference to the External Assurance Report, if the report has been externally assured. GRI
recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines.

−−

a. Report the organization’s policy and current practice with regard to seeking external assurance for the report.
b.	If not included in the assurance report accompanying the sustainability report, report the scopeand basis of any external assurance provided.
c. Report the relationship between the organization and the assurance providers.
d.	Report whether the highest governance body or senior executives are involved in seeking
assurance for the organization’s sustainability report.

−

−

8
12

In-house Decision Making
Corporate Governance

6~7

The Three Principles of Mitsubishi’s
Business Management Philosophy,
Code of Conduct, Environmental Policy,
Environmental Voluntary Plan, Our
Declaration of Quality

Reference
page number

Contents

6~33

Initiatives for Seven Core
Subjects of Social
Responsibility

GRI Content Index
G4-32
Assurance

G4-33

GovernanceG4-34

Report the governance structure of the organization, including committees of the highest
governance body. Identify any committees responsible for decision-making on economic,
environmental and social impacts.

Ethics and Integrity

G4-56

Describe the organization’s values, principles, standards and norms of behavior such as codes ofconduct and codes of ethics.

Specific Standard Disclosures
Item

Indicators

Disclosures on Management Approach

G4-DMAa. Report why the Aspect is material. Report the impacts that make this Aspect material.
b. Report how the organization manages the material Aspect or its impacts.
c. Report the evaluation of the management approach, including:∙ The mechanisms for evaluating the effectiveness of the management approach∙ The results of the evaluation of the management approach∙ Any related adjustments to the management approach

Mitsubishi Logistics

Environmental and Social Report 2017